...1. What are the company's vision/mission and objectives? Mission: J. Crew is a nationally recognized apparel and accessories retailer that we believe embraces a high standard of style, craftsmanship, quality and customer service. (found online, not in text) Objectives: • Attract consumers to J. Crew’s stores in much greater numbers. • Boost the company’s revenue, profitability, and overall brand strength. • Position the company for profitable long-term growth. 2. Corporate strategy and business (or competitive) strategy Corporate strategy: Expansion: • Expand breadth: J Crew Factory stores and Madewell for price sensitive shoppers. Related diversification: J.Crew factory, Madewell, a subsidiary of J.Crew, Crewcuts for children, and Weddings, for the entire Bridal party • Domestic: in 2014, J, Crew operated 265 J. Crew retail stores, 121 factory stores, and 65 Madewell stores. • Global: first store in Canada in 2011. In 2014, opened 3rd store in London, first 2 stores in Hong Kong. E-commerce sales shipping to over 100 countries. Retrenchment: J Crew factory stores products were created on the basis of other popular designs. It was actually a different line created with slightly different fabrics that enable a lower price point. Business strategy: Broad Differentiation Strategy (Striving to build customer loyalty by differentiating one’s product offering from rivals) * Wide and fashionable selection of preppy button downs and classic khakis ...
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...addition, recently Lion Air confronted with drug use among the pilots. 2.1 Situational analysis Based on problems that the company have, the management teams have to look into the importance key areas, such as: Lion Air Indonesia ordered 230 Boeing The Lion air management has reacted regarding bad record of flight safety in domestic flight (6 airplane crashes within 2002 – 2010) because of system of the machine failure. Therefore Lion air finalise 230 Boeing order with Boeing. Co (A. Jeziorsky, 2012). By buying massively amount of aircraft, lion air able to gain their reputation back as a safe private airline company and be able to survive in the long-term. Audit and improve crew training Furthermore, recent news stated that lion air confronted with more than 5 drug use among the crews and pilots; again this is a bad news for lion air which will ruin their reputation in the future. In addition,...
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...CASES IN MANAGEMENT 115 Singapore Airlines : Gliding with People Excellence Nilanjan Sengupta and Mousumi Sengupta Introduction The aviation industry has been constantly facing several challenges, such as, overcapacity, commoditization of offerings, cut throat rivalry exacerbated by the entry of low cost carriers, and intermittent periods of disastrous under-performance (Costa et al., 2002). Several macro-level socio-economic factors such as rising oil prices, the SARS (Severe acute respiratory syndrome) crisis, frequent concerns about the eruption of bird flu, the Asian tsunami, and rising terrorism concerns have further impacted profitability, adversely. In 2006, the global airlines industry suffered a net loss of $500m, or 0.1% of revenues, accumulating net losses of $42bn between 2001 and 2006 (International Air Transport Association, 2007). In 2007, the airline industry made a modest net profit of $5.6bn on revenues of $490bn, equivalent to less than 2% margin (International Air Transport Association, 2008). The outlook from 2008 onwards remains bleak. Not surprisingly, the industry is regularly rated as one of the worst performing industries in the Fortune Global 500 rankings. In this industry environment, Singapore Airlines (SIA) has consistently outperformed its competitors (Heracleous & Wirtz, 2009). Copyright ‚ 2014 Shri Dharmasthala Manjunatheshwara Research Centre for Management Studies (SDMRCMS), SDMIMD, Mysore The case writer(s) Nilanjan Sengupta, Professor –HRM...
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...Jet Blue Airways case study Introductіon Twelve years ago JetBlue was a breath of fresh air in an airline industry bogged down by the ways of legacy carriers that were unconcerned with customer service and known for price gouging. JetBlue was revolutionary. With a fleet of new planes -- all Airbus A320s, which cut down on repair costs -- a staff that worked primarily from home, and 40% of ticket sales executed online, the company emerged as the premier low-cost carrier focused on providing extra-friendly, efficient service (LaMotta, 2010). Jet blue was a discount airline carrier that offered passengers low fares; operated point-to-point systems; used two types of aircraft; served only snacks; and maintained quick turnaround times at airports. Its operating costs were low, especially compared to those of other major U.S. airline companies. In the first quarter of 2008, for example, JetBlue’s total operating expenses amounted to 12.77 cents per revenue passenger mile, compared to 20.95 cents per revenue passenger mile for Delta and 13.85 cents per revenue passenger mile for Southwest (Michael, 2010). According to (Enterprise, 2011) JetBlue Airways is a low-cost passenger airline that provides customer service primarily on point-to-point routes. The company primarily operates in the US. It is headquartered in Forest Hills, New York and employs 12,532 people. The company recorded revenues of $3,286 million during the financial...
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...accessories for men, women and kids under the Abercrombie and Fitch, Abercrombie, Hollister and RUEHL brands. With a customer base that is primarily under thirty years old, ANF was established in 1892 by David Abercrombie and Ezra Fitch. ANF operates in the US, the UK and Canada and is headquartered I New Albany, Ohio with over 20,000 employees. As a “near to luxury” retailer, ANF operates in an apparel industry which straddles high to low end merchandise. Its’ main competitors include : American Eagle, Aeropostale, Gap and J- Crew. Their focus on capturing a young market has created a rivalry, which forces them to be innovative and creative in delivering fashionable mechandise. As a result, their competitive strategy involves not only marketing their products through stores, but via catalogs and e- commerce activites. SWOT ANALYSIS, ABERCROMBIE AND FITCH A scan of the internal and external environment is essential in any firm’s strategic planning process. A SWOT analysis defines the internal and external environmental issues with which a firm must address in its strategic planning process. This type of analysis specifies the internal and external factors that are favourable and or unfavourable to the firm achieving its business objectives. It guides the firm in matching its resources and other capabilities to the challenges of the competitive environment in which it operates. Internal factors can be classified as personnel, finance and manufacturing capabilities. Examples of...
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...A REPORT ON BUSINESS SYSTEMS AND INFORMATION MANAGEMENT BY JEANINE BANKS – 21739226 Word Count: 2, 133 CONTENTS 1. INTRODUCTION…………………………………………………………………………... | 3 | 2. FINDINGS2.1. GENERAL ENVIRONMENT……………………………………………………………….…………2.1.1. PEST Analysis…………………………………………………………………………………….2.1.2. SWOT Analysis..…………………………………………………………………………………. | 446 | 2.2. IMMEDIATE ENVIRONMENT……………………….…………………………..………………….2.2.1. Threat of Entry……..……………………………………………………………………………2.2.2. Power of Suppliers…..…………………………………………………………………………2.2.3. Power of Buyers…………...……………………………………………………………………2.2.4. Threat of Substitute……………………………………………………………………………2.2.5. Rivalry…………………..…………………………………………………………………………... | 777888 | 2.3. THE ORGANISATION…………………………………..………………………………………………2.3.1. Organisational Structure……………………………………………………………………..2.3.2. Walter’s Model…………………………………………………………………………………… | 8910 | 3. CONCLUSION……………………………………….…………………………………………………… | 12 | 4. APPENDIX…………………………………………………………………………………… | 13 | 5. BIBLIOGRAPHY…………………………………………………………………………… | 14 | 1. INTRODUCTION This report will discuss the impact of recent technological advancement in a particular industry. It will explore how the use of information systems, knowledge management and communication technology has enabled the implementation of business information and how it has impacted change on the organisation. It will explore the general environment, immediate environment and the organisation itself, each section will be...
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... • 5. Competitive ForcesJ. CrewAbercrombie & FitchAeropostaleAmerican Eagle OutfittersJ.C. Penny • 6. Current IssuesNegative Sales GrowthAn overlapping of clientele with Old Navy Strong competitive forcesNo loyal customer baseMarketing Communication StrategyStrategy to reach boarder target customersPromotion strategy (Product line versus Brand)Celebrity endorsementBudget allocationNew Positioning • 7. Perceptual Map • 8. Objective for 2003Stop negative growth in salesReposition Gap brandStrengthen brand loyalty among older generations (Baby Boomers, Generation X)Build brand preference among younger generation (Generation Y) • 9. Objective for 2003 (cont’d)Sales increased by 2.7%Maintain 2.8% market share • 10. SWOT Analysis • 11. Strengths Strong Brand LoyaltyBaby BoomersEstablished its identity among Baby Boomers in 1960’sThey rebelled against the existing fashion standardGeneration XersOne-stop store fos school and casual clothesThey grew up with GapAmerican icon2,298 stores in U.S. & 2,932 in the world in 2001 • 12. WeaknessesWeak performance of Gap brand Total domestic sales in 2001 went down by 5% Sales went down in comparable stores by 12%Problems with young generations Low attractiveness among Generation YersProducts and marketing communications Teenagers’ buying behavior Price sensitive and fickle minded No brand loyalty, stables sales, and high cash inflow • 13. Opportunities 3 brandsGap Kids and Gap...
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...INTRODUCTION Qantas is the acronym of the Queensland and Northern Territory Air Services. Qantas is the world's second oldest airline and was founded in the Queensland outback in 1920. It is Australia’s largest domestic and international airline and is recognised as one of the world's leading long distance carriers. It has pioneered services from Australia to North America and Europe. The Qantas Group today employs approximately 32,500 people and offers services across a network spanning 182 destinations in 44 countries (including those covered by codeshare partners) in Australia, Asia and the Pacific, the Americas, Europe, the Middle East and Africa. [16] The Qantas Group’s main business lies in the transportation of passengers via two complementary airline brands – Qantas and Jetstar. The Sub-divisions of the brands are shown in the figure below: In addition to the airline brands, the Qantas Group operates Qantas Frequent Flyer and Qantas Freight. The Group has additional equity interests in airline and airline-related businesses. Qantas is also a partner with Australia Post in two jointly controlled entities: Australian air Express and Star Track Express, a national road freight business. [12] The Qantas Group’s long term vision is ‘to operate the world’s best premium airline, Qantas, and the world’s best low fares carrier, Jetstar.’ [13] To achieve this, the Group is focused on five key elements: * Safety is our first priority * Right aircraft, right...
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...Executive Summary This analysis was undertaken in an attempt to evaluate NonStop Yacht’s strategic direction in the Mega-Yacht industry due to the firm’s consistent inability to meet financial expectations. This case focused its efforts on answering. This poor financial performance has led the firm’s management to question whether or not a strategic alliance might be a beneficial alternative to their current business model. To address the firm’s current quandary, this case has answered the following central question: Should NSY strategically align with key industry players; or, would organic growth be a more beneficial option for generating the additional value needed to once again realign the company with both internal and external expectations? Analysis of the situation focused on three strategic issues found to be key in determining the firm’s strategic options: NSY’s core competencies; their internal environment which encompasses the firms operations, structure and culture; and how the industry trend of consolidation might affect the firm’s positioning. Based on a thorough analysis, it is recommended that NSY forgo an alliance with an industry player, instead focusing on organic growth. This growth is recommended to first begin by reinvigorating their e-commerce approach. NSY’s website must deliver on the value that was originally intended at the firms inception. Second, it is recommended that NSY steadily grow their brick and mortar footprint throughout locations...
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...14 October 21 Chipotle Mexican Grill Caroline Burke, Mary Harris, Stuart Hooks, Jacob McCanless & William Vaughan A complete strategic analysis of the Chipotle restaurant chain from its founding in 1993 through the fiscal year 2012. Table of Contents Introduction 3 I. Core Competencies 3 II. SWOT Analysis 3 Internal Analysis: Strengths & Weaknesses External Analysis: Opportunities & Threats Future Prospects III. Value Chain Analysis 5 Primary Activities Support Activities IV. Generic Competitive Strategy 6 Chipotle’s Strategy for Success V. Financial & Operating Performance 6 VI. Analysis of Competition 6 Rival with Strongest Resources & Capabilities Chief Differences Between Chipotle’s & Moe’s Strategies Can Chipotle Compete Effectively Against Taco Bell? VII. Recommendations 7 VIII. Appendix 8 Works Cited 13 In 2012, an analyst on Wall Street referred to Chipotle Mexican Grill as “the perfect stock”, while another suggested it could become “the next McDonald’s” (Thompson C-114). Since it’s founding in 1993, Chipotle has utilized founder Steve Ells’ leadership and culinary expertise to execute its vision of “changing the way people think about and eat fast food” (Thompson, C-114). From the day Chipotle’s first restaurant opened its doors to now running 1230 restaurants in three countries, it has become a huge success and has caught the attention of leaders in the industry. One...
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...methods that they have been able to establish themselves as a highly desirable, high quality apparel retailer and due to these factors they are able to charge a premium price for their products. A&F’s current strategies have helped them to not only establish themselves in the United States, but they are now poised to expand into the global market. With the recent opening of flagship locations in Tokyo, London, Milan, A&F now has a solid foothold to tap into the Western European and Asian Markets. With the potential in these foreign markets, A&F should realize high levels of growth in the near future if they are successful. Table of Contents: Company Background: 4-5 Company Strategy: 5-7 Communication of the Strategy: 7-8 SWOT Analysis: 8-10 Strategically Relevant industry Features: 10 Five Forces Model of Competition: 11-13 Competitors & Rivalry: 13-15 Key Success Factors: 16 Company Value Chain: 16-18 Recommendations: 18-19...
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...Amanda Lawson MGT 4800 Case Study Southwest Airlines 1. Resources a. Tangible Resources: Tangible resources are the physical and financial assets that an organization must need to create value for its customers (Dess, Lumpkin, & McNamara , 2014). Examples are as follows: i. The size of Southwest’s fleet was 694 Boeing 737 by the end of 2012. ii. Southwest Airlines has 35,000 employees. (Attendants, Pilots, ground crew, etc.) iii. Contracted hubs that Southwest Airlines fly in and out of. iv. Southwest is adequately and effectively utilizing it’s resources to continue its growth. They are also using these resources, modifying them slightly (more seats per flight), advantageously to recover some of the lost growth opportunity when AirTran was acquired. b. Intangible Resources: Intangible resources are assets that gain value from intellectual or legal rights; they are difficult to identify and account for (Dess, Lumpkin, & McNamara , 2014). v. Southwest’s “people department” (in use of human resources department). vi. Brand resources, such as brand value and reputation as a fun and low-cost airline. vii. Southwest’s has very strict ideals that they utilize to hire their employee’s. They believe that anyone who is homerless, self-centered or complacent will eventually bring down the other workers and “poisoning everyone else”. This ideal is preached all the way from the CEO...
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...JUSTIFICATION THIS REPORT IS BASED ON MALAYSIAN AIRLINES IN WHICH INDUCTIVE CONTEXT WILL BE DEVELOPED BY USING DIFFERENT SOURCES SUCH AS JOURNALS, ARTICLES, COMPANY DATABASE, COMPANY & CASE STUDY WEBSITE, COMPANIES ANNUAL AND LATEST REPORT REPORTS OF OTHER HOMOGENEOUS ORGANIZATIONS (RITCHE ET AL., 2014) CONCLUSION AND RECOMMENDATION (HOW HR CAN ADOPT AGILE/ADAPTIVE APPROACH) WILL BE DERIVED FROM MALAYSIAN AIRLINES DATA, INFORMATION, FINANCIAL STATEMENT, PRESS RELESE, FINDINGS AND ANALYSIS OF PAST AND PRESENT STATUS OF MALAYSIAN AIRLINES (SILVERMAN, 2014) Malaysian Airlines TIME TO TRAVEL……. THEORIES THE FOLLOWING THEORIES WILL BE USED TO IDENTIFY THE KEY ISSUES OF MA THEORIES ü ü ü ü ü ü ü ü ü PESTEL ANALYSIS SWOT ANALYSIS PORTER’S 5 FORCES CULTURAL AND LEADERSHIP STYLE OF MA (HARD & SOFT) KNOWLEDGE BASED VIEW & RESOURCE BASED VIEW FORCE FIELD ANALYSIS BLUE OCEAN STRATEGIES STRATEGY GROUP MAP SEVEN “S” MODEL KEY ISSUES ü COMPANY PROFILE OF THE MALAYSIAN AIRLINES ü CURRENT STATUS OF THE THE MALAYSIAN AIRLINES ü CURRENT STRATEGIC POSITION OF MALAYSIAN AIRLINES ü CURRENT HR PRACTICES IN MA ü STAKEHOLDER ANALYSIS ü RISK ANALYSIS ü COMPETITIVE ADVANTAGE ü KEY PERFORMANCE INDICATOR (KPI) ANALYSIS OF MA ü Formation of cultural web Malaysian Airlines TIME TO TRAVEL……. PESTEL ANALYSIS OF MALAYSIAN AIRLINES SITUATION(S) POLITICAL DESCRIPTION ü TAXATION: AN OBSTACLE DURING RECESSION. MA REPORTED A NET LOSS OF TAX OF RM 1...
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...Nova Southeastern University H. Wayne Huizenga School Of Business & Entrepreneurship Assignment for Course: OPS 5095 – Service Operations Management Submitted to: Dr. Rickey Casey Submitted by: Date of Submission: February 8, 2015 Title of Assignment: Case Study: Sunset Grill at Blue CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student's Signature: ***************************************************************** Instructor's Grade on Assignment: ________________________________________________________ Instructor's Comments: _______________________________________ CASE GRADING RUBRIC TITLE OF RUBRIC: OPS 5095 Student Case Grading Rubric | Course: OPS 5095 | LEARNING OUTCOME/S: CC1, CC3, CC7 | Date: November 4, 2011 | PURPOSE: Apply OPS Theory to Business Practice | Name of Participant: Student | VALIDITY: Best Practices in OPS Management | Name of Rate: Professor | COMPANION DOCUMENTS: Individual Cases, Assigned Articles and APA Style Manual | | Earning maximum points in each box in ‘PROFICIENT’ column and / or points in columns to the right of ‘PROFICIENT’ meets standard. | |...
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...By: Asana Kusnadi Mid Semester Examination Table of Content 1. Background 2. Vision Statement 3. SWOT Analysis of SpaceX 4. Porter’s Five Forces Model 5. SpaceX TOWS Matrix 6. SpaceX Business Model 7. SpaceX Business Level Strategy 8. Conclusions I. Background SpaceX or Space Exploration Technologies Corporation is a space transport services company headquartered in Hawthorne, California. It was founded in 2002 by former PayPal entrepreneur and Tesla Motors CEO Elon Musk. SpaceX was founded with the goal of reducing space transportation costs and enabling the colonization of Mars. It has developed the Falcon 1 and Falcon 9 launch vehicles, both of which were designed from conception to eventually become reusable. SpaceX also developed the Dragon spacecraft, which are flown into orbit by the Falcon 9 launch vehicle, initially transporting cargo and later planned to carry humans to the International Space Station and other destinations.[1] By 2012, SpaceX had over 40 launches on its manifest representing about $4 billion in contract revenue—with many of those contracts already making progress payments to SpaceX—with both commercial and government (NASA/DOD) customers. As of December 2013, SpaceX has a total of 50 future launches under contract, two-thirds of them are for commercial customers. SpaceX's low launch prices, especially for communication satellites flying to geostationary orbit, have resulted in market pressure on...
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