...beautiful scenery, no traffic, a new international airport, affordable housing, favorable weather, and lots of development. Competition and an increase in people and jobs resulted in a substantial increase in labor costs. Because of these unforeseen circumstances, Guillermo’s business suffers a lost in profit margins. With the occurrence of these sudden challenges, Guillermo must evaluate the situation and come up with the best possible solution so that his business will not only survive, but continue to flourish as it once did. He has a couple of options to consider, a) Whether he should invest money to purchase computer-controlled laser lathe b) Become a representative for the second rival company in Norway and become a distributor instead of a manufacturer c) Utilize the patented process he has for creating coating finishes for furniture This paper will investigate three things: Guillermo’s decision-making based on...
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...International Marketing Management Assignment Propose, with justification, the product and distribution actions Cottle-Taylor should take to achieve its growth objectives in the Indian toothbrush market for the next 12 months. Word Count: 2,194 Introduction Increased wealth in most part of the world causing enhanced purchasing power, advances in technology and the evolution of large emerging markets such as India are three of the dynamic trends affecting international businesses today (Ghauri and Cateora 2010). This essay will take into account these forces and will both analyse Cottle-Taylor’s market position based on the Marketing Mix (Perreault, Cannon and McCarthy, 2011) and suggest recommendations to maximise success in the Indian market. Analysis Product Consumer attitudes towards oral hygiene are changing in India as noted in a PEST analysis (appendix 1), which means Cottle-Taylor need to examine their current product portfolio to understand where profitable growth opportunity exists. Cottle-Taylor offer a wide range of products under four categories, enabling the brand to reach varied demographics, a strength highlighted in the Strengths and Weaknesses Analysis (appendix 2). The size and amount of product variety available in each range differs which as well as consumer demographics explains the difference in total sales for each range. Notably there is unequal share of profit within each range too; consulting the Product Line Analysis (Appendix...
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...Ertek, G., Eryılmaz, E. (2008) “The bullwhip effect in supply chain: Reflections after a decade” . CELS 2008, Jönköping, Sweeden. (presented by EmreEryılmaz). Note: This is the final draft version of this paper. Please cite this paper (or this final draft) as above. You can download this final draft from http://research.sabanciuniv.edu. THE BULLWHIP EFFECT IN SUPPLY CHAIN Reflections after a Decade Gürdal Ertek, Emre Eryılmaz Sabancı University, Orhanlı, Tuzla, 34956, Turkey Abstract A decade has passed since the publication of the two seminal papers by Lee, Padmanabhan and Whang (1997) that describes the “bullwhip effect” in supply chains and characterizes its underlying causes. The bullwhip phenomenon is observed in supply chains where the decisions at the subsequent stages of the supply chain are made greedily based on local information, rather than through coordination based on global information on the state of the whole chain. The first consequence of this information distortion is higher variance in purchasing 1 quantities compared to sales quantities at a particular supply chain stage. The second consequence is increasingly higher variance in order quantities and inventory levels in the upstream stages compared to their downstream stages (buyers). In this paper, we survey a decade of literature on the bullwhip effect and present the key insights reported by researchers and practitioners. We also present our reflections and share our vision of possible future...
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...automated. The company has to provide and manage transport for the delivery of products as well as the arrangement of third party services for the procurement of products. The shipping department handles orders and the transport department decides the vehicles for safe delivery. Material planning and sourcing is carried out as well. Sources of supply of raw material both local and foreign are identified and terms and conditions are negotiated. Capacity planning is also done at this stage. Sales forecasting and production planning depends upon the capacity of the organization with respect to: 1. Production 2. Storage: Raw and packing 3. Storage: Finished goods The supplier is audited by the most cost efficient quality control department. Distributors are also decided by the company, keeping in mind past performances. 1.3 Supply Chain Planning The goal of planning is to maximize the supply chain surplus. Planning establishes parameters within which a supply chain will function over a 1| Page period of time. Companies start the planning phase with a forecast for the coming year of demand. Pepsi carries out sales forecasting for local demand. The annual sales target is conveyed to the supply chain department, planning is carried out on a monthly, weekly and daily basis. 1.4 Supply Chain Operation Company makes decision regarding individual customer orders. The goal of supply chain operations is to handle incoming customer orders in the best possible manner. During this phase...
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... were concluding a summer-long effort of developing the Brazilian market for Crosswell International (U.S.). Crosswell’s president and CEO, Hector Lans, is convinced that Precious Ultra Thin Baby Diapers will be a big seller in Brazil. In their role as brokers for Crosswell, the Mathieuxs have been exploring a number of different distribution channels in the Brazilian market. To date, the distributor response to Precious diapers has been enthusiastic, particularly in light of Precious diapers’ superior quality compared to locally manufactured alternatives. The problem, however, is the price. Brazilians base many purchasing decisions — at least in regard to disposable diapers — on cost, not on quality. The Mathieuxs find that distributors do not believe they can compete in the market with the relatively high prices offered by Crosswell, even with higher quality diapers. After much debate over how to improve the price competitiveness of Precious diapers, the Mathieuxs believe they may have found a solution. Their proposal is to combine extended credit terms to local distributors with Brazil’s high domestic interest rates to effectively lower the diapers’ price to Brazilian consumers. The Brazilian Diaper Market Until the latter part of the 1980s, most Brazilians had never heard of a disposable diaper, and not surprisingly, the disposable hygiene market in Brazil was virtually non-existent. By 1995, however, the personal care market was booming. This growth was largely...
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...Zest is a global soap brand made by P&G, and created in 1958 with the debut of Aqua Pure bar. The overall brand portfolio includes bar soaps, liquid soap, body wash, liquid hair wash & shower gels in more than five variants with winning innovation being their exotic scent. Your task is to launch Zest bar soaps in Pakistan. Your plan needs to be holistic, and should cover all areas of marketing strategy. For each of these you have been provided a set of assumptions and a list of expectations. Good Luck! Key Assumptions |Assumptions |Year 1 |Year 2 |Year 3 |Year 4 |Year 5 | |$/PKR Exchange Rate |80 |85 |90 |95 |100 | |Inflation (YOY) |5% |10% |5% |5% |5% | |Sales Tax** |17% |17% |17% |17% |17% | |Distributor Margin*** |12% |12% |12% |12% |12% | |Corporate Tax Rate |35% |35% |35% |35% |35% | *Inflation has already been applied to all year 1 Costs **Sales Tax: is applied on your consumer price ***Distributor Margin: is the incentive/payment made for your distributor. This amount applies on your total...
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...distribution channels in the Brazilian market. To date, the distributor response to Precious diapers has been enthusiastic, particularly in light of Precious diapers’ superior quality compared to locally manufactured alternatives. The problem, however, is the price. Brazilians base many purchasing decisions — at least in regard to disposable diapers — on cost, not on quality. The Mathieuxs find that distributors do not believe they can compete in the market with the relatively high prices offered by Crosswell, even with higher quality diapers. After much debate over how to improve the price competitiveness of Precious diapers, the Mathieuxs believe they may have found a solution. Their proposal is to combine extended credit terms to local distributors with Brazil’s high domestic interest rates to effectively lower the diapers’ price to Brazilian consumers. The Brazilian Diaper Market Until the latter part of the 1980s, most Brazilians had never heard of a disposable diaper, and not surprisingly, the disposable hygiene market in Brazil was virtually non-existent. By 1995, however, the personal care market was booming. This growth was largely a result of new-found economic stability and a growing middle class. As both the middle class and educational levels about hygiene expand, the personal care market should also expand. Disposable diapers were first introduced in Brazil in the mid-1980s by U.S.-based multinational Johnson and Johnson (J&J)....
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...environment. Table of Contents Johnson and Johnson Strategic Management Analysis 1 Contents 1 Chapter 1 3 1.1 Executive Summary 3 1.2 Scope of the Case Study 3 2.1 Company Background 4 2.2 Vision and Mission Statements 5 2.3 Strategies 6 3 TASK A: External Environment 8 3.1 Specific Environment 8 3.1.1 Porters Five Forces 8 Figure 1 9 3.2 Generic External Environment 12 3.2.1 Pestel Analysis 12 3.3 Impacts on the industry: Threats and Opportunities 13 4 TASK B: Internal Environment 16 4.1 J&J SWOT analysis 16 4.2 Summary of Strengths and Weaknesses 17 5 Financial Analysis 19 5.1 Profitability Ratio analysis 19 Liquidity Ratios 21 6 Data Analysis 22 7 Recommendations 23 References 25 Chapter 1 1.1 Executive Summary The strategic management analysis of Johnson and Johnson Company is looking to analyze at the strategic performance of company in its micro and macro environment. J&J is one of the leading providers of healthy products and services in the world with roots in more than 151 countries. What makes this company grow and develop in such kind of speed is what is making the...
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...Consumer Attitude Towards Brand Extensions: An Integrative Model and Research Propositions Sandor Czellar1 University of Geneva 1 University of Geneva, Section HEC, 40, boulevard du Pont-d’Arve, 1211 Geneva 4, Switzerland. 00 41 22 705 8114 (tel), 00 41 22 705 8104 (fax), czellars@hec.fr (email). 1 Consumer Attitude Towards Brand Extensions: An Integrative Model and Research Propositions The paper proposes an integrative model of the antecedents and consequences of brand extension attitude based on the dominant cognitive paradigm. The four key processes of the model are: (1) the perception of fit, (2) the formation of primary attitudes towards the extension, (3) the link between extension attitude and marketplace behaviour and (4) the reciprocal effect of brand extension attitude on parent brand/extension category attitude. Moderator and control variables of these processes are identified and classified into three groups: (1) consumer characteristics, (2) marketer-controlled factors and (3) external factors. This integrative model leads to the identification of missing links and variables in past research, resulting in a propositional inventory for future studies. The paper ends with a reflection on the long-term perspectives of scientific inquiry on brand extensions. Keywords: Brand extensions, Consumer Attitudes, Brand Associations, Brand Affect, Cognitive Psychology 2 Introduction Brand extension is the "use of established brand names to enter...
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...3. OPERATING STRATEGIES AND IMPLEMENTATION A. STORE 1. Location - SM Megamall, Basement, Ortigas, Pasig City 2. Size - 20 sqm 3. Rent - P40,000.00 Our children’s bookstore, Fun Page Bookshop will be located at basement of SM Megamall which is the 3rd largest mall in the Philippines and soon to be the biggest mall in the Philippines after its renovation by the end of 2013. Megamall attracts daily foot traffic of 800,000 people. With this numbers, our shop will be visible to people from different walks of life, class A to B and hoping that at least 10% of these people may notice us, spread the news and patronize us. B. CLIENTS Our clients will be children ages 3-12 years old. Through our interactive bookshop, children will develop their self-esteem by interacting with other children. They will be comfortable in social settings and enjoys group activities as well as develop independency. Parents/guardians who are in the mall with their children may visit the area to allow their children to play and learn at the same time. C. MARKETING Since we are just new in the business of children’s bookstore, the Managing Partners, its partners, family and friends will work hand in hand in promoting the bookstore. We will be doing awareness campaign through social network advertising, online promotions, distribution of flyers and TV guestings. On the grand opening, we are working to have a celebrity mother to do the first story telling. We are working...
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...DYNAMICS OF SUPPLY CHAIN MANAGEMENT AN APPROACH TOWARDS EFFECTIVENESS & EFFICIENCY OF SUPPLY CHAIN MANAGEMENT AT ITC LIMITED, Bangalore “A project report submitted in partial fulfillment of the requirement for the award of MBA” BY T.Lakshmi (02XQCM6061) 8QGHU 6XSHUYLVLRQ WKH RI Dr.N.S.Mallavali Principal, M.P.Birla institute Of Management Mr. Savio Suveire Branch Finance Manager ITC Limited, Bangalore. Mr. Vineeth Vishwambharam Asst. Branch Manager ITC Limited, Bangalore M.P.Birla Institute Of Management D C B B @ 9 8 7 5 E¦¢#A¦©§64 ¡2 1 £( ¡ % ¡ " ¡ £ ¨ ¡ ¥ £ ¡ 3'¦0)'&¤$#¦!¤¡ ©§¦¤¢ DECLARATION I hereby declare that the research work embodied in the dissertation entitled “Dynamics of supply chain management at ITC Ltd., Bangalore “ has been carried out by me under the guidance and supervision of Dr. N.S.Malavalli, Principal,M.P.B.I.M , Bangalore (Internal Guide) and Mr. Savio ,Branch Finance Manager,ITC Ltd. ,Bangalore (External Guide). I also declare that the dissertation has not been submitted to any University/Institution for the award of any Degree/Diploma. Place: Bangalore Date: (T.Lakshmi) ACKNOWLEGEMENT I thank V.S.Vaidhyanathan,Sr. Vice President Corporate Affairs ITC Ltd. Delhi, and Mr. Thomas Mathew ,H.R Manager of ITC Ltd. Bangalore, for giving me an opportunity to do research in their company. I extend grateful thank to Mr.Vineeth Vishwambharam, Asst Branch Manager and Mr.Savio Suverrie...
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...recognised by many counties with world-wide deployment of digital meters expected to reach 212 million units by 2014, perceived benefits include; energy efficiency, environmental benefits, more consumer choice, better services and greater market competition. (Gerwen, Jaarsma & Wilhite R 2009, Filippini, Hrovatin & Zoric 2004, Victorian Auditor General 2009) About United Energy United Energy is an energy distributor responsible for the infrastructure required to distribute energy from the power station to the consumer. There are currently 16 major distribution networks in Australia with each energy distributor maintaining a monopoly over its designated area. (AEC 2009) Energy distributors own, operate and maintain the network of infrastructure that transports electricity from the generator to the consumer. They do not work directly with the consumer and instead work with energy retailers who are responsible for managing the relationship with the consumer. Energy retailers will bulk purchase energy from an energy generator and will then work with the distributor to ensure the reliable, safe, and efficient transportation of that energy to the consumer. (United Energy & Multi Gas 2014) As a natural monopoly United Energy does not compete for market share, instead it competes in the energy market by improving the efficiency and effectiveness of its distribution network and operational costs. Under...
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...A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 2 Abstract In this qualitative study, work-family conflict in China and the United States is compared and contrasted based on national culture, traditions, norms, and living standards. The analysis results in a proposition that Chinese employees will experience less work-family conflict when faced with the same work and family demand as their American counterparts, because of differences in their work and family priority, perception of work-family relationship, national culture, conflict handling style, social support, work-family communication, and economic pressure. The implications to American managers are discussed. A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 3 A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers Work-family conflict has been a concern of many researchers (Carlson & Kacmar, 2000; Greenhaus & Beutell, 1985). Studies showed that work-family conflict had negative impact on employees, their families, and organizations (Beutell & Witting-Berman, 1999; Burke, 1988; Frone & Cooper, 1992; Goff, Mount, & Jamison, 1990; Martins, Eddleston, & Veiga, 2002). Recent changes in demographic characteristics of the U.S. work force have resulted in greater work-family conflict. Examples of these demographic changes include the...
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...Abstract 3M utilizes a variety of marketing information sources. They produce thousands of products that are offered in several different market segments. “3M is not a conglomerate like GE or United Technologies, which own a variety of industrial businesses that operate, for the most part, on their own.” (Gunther, 2010). This diversification makes it difficult to stick to specific marketing information resources. “Instead, 3M — a supplier to all of those companies– is a set of businesses organized around a big, busy and intellectually productive R&D lab which researches new technologies and processes and then develops them into products” (Gunther, 2010). 3M must utilize many different strategies that are specific to each division. They do however, have one strategy that has proven to be useful in all market segments. 3M refers to the strategy differently in each segment and gathers the data in different methods, but essentially is using the same method to accumulate information. In the recent past 3M has struggled with being an “open” research and development company. While they have been able to become a leader in innovation and technological advances, they have failed to make gains in service and business model innovations. This was from a lack of external research efforts. The research and development was done in reverse. The department would research a segment of an industry to find an area that could use improvement and then try to align their new product with...
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...1) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. a) True b) False 2) Activities involved in the Customer Relationship Management (CRM) macro process include c) planning of internal production and storage d) order fulfillment e) marketing f) supply planning g) demand planning. 3) A company's supply chain strategy h) defines the set of customer needs that it seeks to satisfy through its products and services i) specifies the portfolio of new products that it will try to develop j) specifies how the market will be segmented and how the product will be positioned, priced, and promoted k) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product l) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs 4) The key weakness of the ________ view is that different functions within a firm may have conflicting objectives. m) Intrafunctional scope n) Intraoperation scope o) Interfunctional scope p) Intercompany scope q) None of the above 5) Seasonal inventory is inventory that is built up to counter predictable variability in demand. r) True s) False 6) Which of the following is not a major driver of supply chain performance? ...
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