...Gillette Indonesia case study Objective: Whether the sales blades can be in increased to 25-30 % ( mean – 27.5 %) or not. Analysis of data based on the data provided in the case study. People: North Atlantic group – NA and Western Europe Robert King - International executive VP Effio – Business Director Ian Jackson – Group VP , sees 12 Asia Pacific Countries. Chester Allan – Country Manager – Gillette Indonesia Process Country manager prepares the plan. Business director reviews the plan. As per business director Effo, sales can be increased to 25-30 %. Also increase the advertisement by 12 % of sales in 1995. Gillette Global Presence: It is operating in 200 countries and the products are manufacture in 24 countries with 50 facilities available for production. Its 1995 sales of $6.8 billion , of which blades and razors accounted for $2.6 billion i.e. 40 %. Asia Pacific region sales were $600 million. Gillette Presence in Indonesia: 45 % market share by volume. Market share of disposable and sensors is 90% Sales for 1993, 1995 are 28% , 48% respectively Sales are estimated as 50% in 1996 . Demand for shaving is factored by below items: Average shaving incidence is 5.5 per month in Indonesia Bear doesn’t grow as fast as in Latino or European countries due tp environmental and physiological conditions Income levels of the population Religious practices which affect the grooming habit Increase advertisements Increase availability of distributors ...
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...------------------------------------------------- Gillette Indonesia Case Study Analysis October 24, 2015 Sumeet verma EPGP08-116 October 24, 2015 Sumeet verma EPGP08-116 Introduction 1901 – The Gillette Company founded in Boston. 1905 – Opening of London office, 1906 – Established a blade factory in Paris 1971 - Gillette entered the Indonesian market forming a joint venture with a local company 1972 – Established razor blade plant . 1995 – Manufacturing capacity of 150 million blades (46 million exported) 1996 – increase production to 168 million blades (50 million exports) 1996-2001 – Achieve production capacity of 230 million per year. Marketing Mix Products Gillette’s product line includes ; * Double edge razors (Core Product) * Disposables (2 types) * System blades (3 types) 87% of all the blades sold were double-edge (100 million out of 115 million sold) Share of disposables projected to increase to 20% in 1996. Revenue expected to $27.6million in 1996, with a gross margin of 46%. Gillette also expects the revenue from the Sensor system to double. Other product to grow at a smaller margin. Price Gillette’s products are relatively expensive (4 times that of competitions) Place: Distribution is most complex challenge. * Geographical spread across 15K islands. * Regulatory restrictions on foreign companies from directly importing & distributing products . * Poor traffic conditions , no/lack of distribution service...
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...------------------------------------------------- Gillette Indonesia Case Study Analysis October 24, 2015 Sumeet verma EPGP08-116 October 24, 2015 Sumeet verma EPGP08-116 Introduction 1901 – The Gillette Company founded in Boston. 1905 – Opening of London office, 1906 – Established a blade factory in Paris 1971 - Gillette entered the Indonesian market forming a joint venture with a local company 1972 – Established razor blade plant . 1995 – Manufacturing capacity of 150 million blades (46 million exported) 1996 – increase production to 168 million blades (50 million exports) 1996-2001 – Achieve production capacity of 230 million per year. Marketing Mix Products Gillette’s product line includes ; * Double edge razors (Core Product) * Disposables (2 types) * System blades (3 types) 87% of all the blades sold were double-edge (100 million out of 115 million sold) Share of disposables projected to increase to 20% in 1996. Revenue expected to $27.6million in 1996, with a gross margin of 46%. Gillette also expects the revenue from the Sensor system to double. Other product to grow at a smaller margin. Price Gillette’s products are relatively expensive (4 times that of competitions) Place: Distribution is most complex challenge. * Geographical spread across 15K islands. * Regulatory restrictions on foreign companies from directly importing & distributing products . * Poor traffic conditions , no/lack of distribution service...
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...value and profit for the company. Maintaining a strong and compelling value proposition and long-term relationship with the company’s customers are vital for the company’s continued success and require constant monitoring of market, environmental, technological and competitive forces. Marketing is therefore integral to establishing a company’s strategic direction. This in turn makes marketing skills and perspective essential to the success of all business managers in any business. This course provides an in-depth exploration and practical application of basic marketing tools. These include product policy, pricing, promotion, distribution, sales management, and customer segmentation and retention. In most classes, we will analyze case studies that require us to identify marketing opportunities, refine value propositions, select customer segments and develop marketing programs for a variety of management situations. The course also includes a number of creative and analytic...
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...value and profit for the company. Maintaining a strong and compelling value proposition and long-term relationship with the company’s customers are vital for the company’s continued success and require constant monitoring of market, environmental, technological and competitive forces. Marketing is therefore integral to establishing a company’s strategic direction. This in turn makes marketing skills and perspective essential to the success of all business managers in any business. This course provides an in-depth exploration and practical application of basic marketing tools. These include product policy, pricing, promotion, distribution, sales management, and customer segmentation and retention. In most classes, we will analyze case studies that require us to identify marketing opportunities, refine value propositions, select customer segments and develop marketing programs for a variety of management situations. The course also includes a number of creative and analytic assignments, including a semester-long, group...
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...rocter & Gamble Co., also known as P&G, is an American multinational consumer goods company headquartered in downtown Cincinnati, Ohio, United States, founded by William Procter and James Gamble, both from the United Kingdom. Its products include pet foods, cleaning agents, and personal care products. Prior to the sale of Pringles to the Kellogg Company, its product line included foods and beverages.[2] In 2014, P&G recorded $83.1 billion in sales. On 1 August 2014, P&G announced it was streamlining the company, dropping around 100 brands and concentrating on the remaining 80 brands, which produced 95 percent of the company's profits. A.G. Lafley, the company's chairman, president and CEO said the future P&G would be "a much simpler, much less complex company of leading brands that's easier to manage and operate." [3] P&G remains a highly selective employer as less than 1% of all applicants are hired annually.[4] Contents * 1 History * 2 Operations * 2.1 Management and staff * 2.2 Employer Recognition * 2.3 Brands * 2.4 Productions * 2.5 Online marketing * 3 Controversies * 3.1 Price fixing * 3.2 Toxic shock syndrome and tampons * 3.3 Animal testing * 3.4 Other products * 3.5 Logo myth * 4 References * 5 External links History William Procter, a candlemaker, and James Gamble, a soapmaker, both born in the United Kingdom of Great Britain and Ireland, emigrated...
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...Strategic Management Case Study Unilever Focusing on East for Growth Word Count: 3984 Question 1 Unilever is an Anglo Dutch company that has been established in 1929 as a result of a merger between 2 companies: Lever Brothers and Margarine Unie. UNILEVER owns consumer products in; Food and Beverages, Cleaning agents and Personal care. It is now ranked as the second world largest consumer product company. Strategic Purpose: Unilever’s 2nd rank in FMCG has been gained by serving the company’s mission “to meet everyday’s needs for nutrition, hygiene, and personal care with brands that help people look good, feel good, and get more out of life”. Value Chain Analysis Porter’s value chain analysis gives insight on how Unilever creates competitive advantage. It provides deeper understanding to establish a SWOT analysis in order to arrive at the applicable Ansoff theory. It describes Unilever’s primary and support activities’ characteristics (Figure 1). Figure [ 1 ] Primary Activities Inbound & Outbound Logistics: Unilever had put a five-year strategy plan, called the “path to growth” to transform its inbound logistics in way that increases efficiency and saves money to be invested elsewhere outside the business. This plan started in North America by integrating six operating business and emerging 3 supply chains. The philosophy of this change was to create one single set of distribution centers that attain the 24hour delivery plan to the customer. Transportation...
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...[pic] INDEX |SR. NO. |TOPIC |PAGE NO. | |1 |ABOUT THE COMPANY |03 | |2 |BRANDS OF HUL |04 | |3 |AWARDS AND RECOGNITION |06 | |4 |FINANCIAL ANALYSIS |08 | | |TRENDS AND FORCES | | | |COMPETITION | | |5 |NOTES TO STATEMENT |10 | | |BALANCE SHEET | | | |INCOME STATEMENT | | | ...
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...business partners (suppliers, vendors, service providers and such) being located across geographies, having different cultures and work ethics. Therefore, it is a challenge for any company to know and curb supply chain risks. To implement the code of conduct uniformly throughout the supply chain, companies have to change the mindsets of employees and business partners overseas through continuous learning and development. Winning and expanding business overseas could be a time-consuming and arduous task in some cases. Facilitation payments and kickbacks are easy quick fixes. Many sourcing destinations are countries that rate low on the Transparency International index, where vulnerabilities around vendor kickbacks and bribery of officials are prevalent. Mounting business pressures, aggressive timelines to complete projects and high costs involved have the tendency to spur unethical activities. Take this company, for instance Let’s explain this with an example. Take the case of ‘A Ltd’, a parent company setting up an overseas business. The management at ‘A Ltd’ believes it has done enough to ensure a smooth run for the overseas operations, led by the business teams. With work being managed well on paper, ‘A Ltd’ becomes somewhat complacent, drawing confidence in...
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...report Since practical orientation is an integral part of the MBA program, I tried to expose real life performance of Unilever by preparing this report. To prepare this report I have come across with different information of the Unilever. From the collected information I understand the company’s activities in the market as Unilever as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of MBA program and provide a clear idea about the Unilever activities and other multi-national company’s effort in the Bangladesh. Thus, Unilever can get deep understand of actual situation of MN’s company’s activities by analyzing their exposed strategy. 1.3 Objective This Study is intended to analyze marketing strategies used by Unilever Bangladesh Ltd and globe. The main purpose of the...
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...and Beverages as snacks, processed foods, tea, coffee, edible oils, soft drinks etc. Global leaders in the FMCG segment are Nestlé, ITC, Hindustan Unilever Limited, Reckitt Benckiser, Unilever, Procter & Gamble, Coca-Cola, Carlsberg, Kleenex, General Mills, Pepsi, Gillette etc. A look at some factors that will drive growth in this sector: * Increasing rate of urbanization, expected to see major growth in coming years. * Rise in disposable incomes, resulting in premium brands having faster growth and deeper penetration. * Innovative and stronger channels of distribution to the rural segment, leading to deeper penetration into this segment. * Increase in rural non-agricultural income and benefits from government welfare programmes. * Investment in stock markets of FMCG companies, which are expected to grow constantly. Objectives The study aims at analyzing the working capital management of FMCG (fast moving consumer goods) Sector in India. The main objectives are: To analyze the working capital trends in FMCG sector; To discover the relative importance of various current assets components; To draw conclusion on the effectiveness of working capital management; To study: How the companies handle debtors how they handle inventories How they...
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...of the BBA program, I tried to expose real life performance of Uniliver by preparing this report. To prepare this report I have come across with different information of the Uniliver. From the collected information I understand the company’s activities in the market as Uniliverll as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of BBA program and provide a clear idea about the Uniliver activities and other multi-national company’s effort in the Bangladesh. Thus, Uniliver can get deep understand of actual situation of MN’s company’s activities by analyzing their exposed strategy . 1.3 Objective This Study is intended to analyze marketing strategies used by Unilever Bangladesh Ltd and globe. The main purpose of the study is to find what strategies the company uses to market its products and brands...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...Assignment On: “Corporate Social Responsibility: A Comparative Study on FMCG Sector.” SUBMITTED TO: Sabrina Hoque Chowdhury Lecturer, UIU School of Business & Economics SUBMITTED BY: Group : A Section : NQ School of Business & Economics, UIU DATE OF SUBMISSION: 31-03-2013 United International University Group Details: NAME | ID | PERCENTAGE | Jobayda Akter | | 20% | Tumpa Datta | | 20% | Farhad Hossain | | 20% | Md. Mesbahul Islam | | 20% | Md. Naymur Rahman | | 20% | Table of Contents: No. | Name of Topic | Page No. | 1. | Introduction | 4 - 5 | 2. | CSR impact on Economy of Bangladesh | 5 - 6 | 3. | Sector overview | 7 - 7 | 4. | Company overview | 8 - 18 | 5. | Comparison | 19 - 19 | 6. | Recommendations | 19 - 20 | 7. | Conclusions | 20 - 20 | Introduction: History: CSR is about how companies manage the business processes to produce an overall positive impact on society. The phrase Corporate Social Responsibility was coined in 1953 with the publication of Bowen's 'Social Responsibility of Businessmen', which posed the question 'what responsibilities to society can business people be reasonably expected to assume?. Writing on the subject in the 1960s expanded the definition, suggesting that beyond legal obligations companies had certain responsibilities to society20. In 1984, the celebrated management consultant Peter Drucker wrote about the imperative to turn social problems into economic opportunities21...
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...Confirming Proofs Chapter 3 Strategic Market Segmentation Segmenting markets is a foundation for superior performance. Understanding how buyers’ needs and wants vary is essential to designing effective marketing strategies. Effective approaches to segmenting markets may be one of the most critical factors in developing and implementing market-driven strategy. The need to improve an organization’s understanding of buyers is escalating because of buyers’ demands for uniqueness and the growing array of technology available to generate products to satisfy these demands. Companies are responding to the opportunities to provide unique customer value with products ranging from customized phone pagers for business users to self-designed, individualized greeting cards for consumers. Indeed, McKinsey research underlines the weakness of thinking about markets only in general terms—talking of market trends, growth markets, mass markets, declining markets, and so on—and collecting information that describes only broad trends, where differences within markets are averaged-out. They point to the identification of opportunities from a deeper understanding of markets at a “granular” level. Market fragmentation and increasing granularity characterize a growing number of markets. The compelling logic of market granularity is that effective strategy can emerge only from a much finer understanding of market segments, their needs, and the capabilities required to serve them.1 Best Buy provides an interesting...
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