...KAO CORPORATION – TRANSFORMATION OF A COMPANY TO A UNIVERSITY AUTHOR: Swarup Kumar Dutta Assistant Professor( Business Strategy Area) e-mail id : swarup_dutta@hotmail.com ICFAI Business School, ICFAI House Near GNFC Info Tower, S.G Road, Bodakdev Ahmedabad- 380054 Case Title : Kao Corporation - The transformation of a Company to a University ABSTRACT : Kao Corporation has thrown open the organization and its people to the invigorating force of continuous learning. It recognizes the need to view the company as an educational institution and recognize that competitive advantage flows from people’s ability to constantly enhance their knowledge and skills. Formal classroom education is only a part of the continuing learning process although an important one. The more difficult part of redesigning a company as a learning centre is to reshape its work methods, information flows and management processes to create self development opportunities for people within their daily routines. The case further deliberates that for maximizing short term static efficiency, most companies have been designed to extract as much value as possible from all their assets including people. In this way they have sacrificed the long-term dynamic efficiencies that come from continuously enhancing and upgrading the capabilities of individuals so as to enable them to create new value. What set of attributes does Kao Corporation posses that differentiates itself from other companies. Basically Kao Corporation...
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...Shiseido ------------------------------------------------- Corporate Strategy Analysis Group D Shiseido ------------------------------------------------- Corporate Strategy Analysis Group D Contents Executive Summary 2 Company History and Background 3 Company Analysis 5 Primary Activities 8 Secondary Activities: 9 Strategic Problems 9 Expense Management 10 R&D Expenditures 12 Brand Value 14 Appendices 16 Executive Summary Shiseido is a Global Cosmetics Brand based in Japan, participating in the Beauty and Personal Care Market. Shiseido prides itself on the “Premium” status of its brand across the world, as well as a strong focus on both R&D and the superb training of its Beauty Consultants in properly creating a flagship brand that is beloved by customers. Also part of Shiseido is a broad portfolio of Cosmetics brands in various parts of the world – covering both global and niche target markets to round out the firm’s total product offering. It is these aspects that have driven Shiseido to a household name in its home Japanese market – but it is also these factors that have led it down a path of many problems. This study seeks to identify these problems and the strategic underpinnings responsible for them. To this end, the following line of investigation is used. First, a firm analysis identifies what Shiseido itself regards as core to its identity. Second, an industry analysis seeks to understand the environmental factors that...
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...As the head of Matsushita’s videocassette recorder division once said, “Why do Americans do so much marketing research? You can find out what you need by traveling around and visiting the retailers who carry your product.” Hands-on Research Of course, Japanese corporations want accurate and useful information about their markets as much as U.S. and European companies do. They just go about it differently. Japanese executives put much more faith in information they get directly from wholesalers and retailers in the distribution channels. Moreover, they track what’s happening among channel members on a monthly, weekly, and sometimes even daily basis. Japanese-style market research relies heavily on two kinds of information: “soft data” obtained from visits to dealers and other channel members, and “hard data” about shipments, inventory levels, and retail sales. Japanese managers believe that these data better reflect the behavior and intentions of flesh-and-blood consumers. Japanese companies want information that is context specific rather than context free—that is, data directly relevant to consumer attitudes about the product, or to the way buyers have used or will use specific products, rather than research results that are too remote from actual consumer behavior to be useful. When Japanese companies do conduct surveys, they interview consumers who have actually bought or used a product. They do not scrutinize an undifferentiated mass public to learn...
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...FUELING STRATEGIC INNOVATION “Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for customers and the corporation” (Kotelnikov: 2001). It is a holistic approach consisting of an organized set of practices that motivate imaginative teams to think outside the box and challenge the tyranny of the given (Kao: 1997 in Bonn: 2001). Innovation becomes strategic when it has become a deliberate repeatable process that creates a significant difference in the value delivered to consumers, customers, partners and the corporation. It is also the juncture where an organization can be said to have it as a competitive advantage (Thompson, Strickland& Gamble: 2008). Strategic innovation therefore challenges the organization to break its established business boundaries and mental blocks and to be divergent in its thinking rather than being convergent (Erupting Mind: 2010). As far as Professor Stephen Brown of Ulster University is concerned, marketers place excessive emphasis on researching and customer satisfaction at the expense of development of strategic innovation. The argument holds some merits. First, being strategically innovative will make it possible for marketers to achieve a capability that can be reproduced in better tools assemblage, processing and idea generation than competitors. Second, building capability in strategic innovation will enable the organization to...
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... 15:00‐ 16:00 8 16:00‐ 17:00 9 公司理財 Corporate Finance 2:10pm‐5:00pm [Prof. Hui‐Ching Sana Hsieh] RA‐06/RA‐306 (62203) (M/PhD) {elective course} 組織理論與管理 Organizational Theory and Management 2:10pm ‐ 5:00pm [Prof. Chiehwen Hsu] RA‐19 / RA‐319 (62203) (M/PhD) 創業管理 Entrepreneurship Management {master elective course / PhD Fundamental Course for 2:10pm‐5:00pm Strategy and Marketing Area} [Prof. Wei‐Shiun Chang ] RA‐18/RA‐ 318 (62201) (M/PhD) {elective course} 18:00‐ 19:00 專題討論 (二)(四) Seminar (2) RA‐11 Seminar (4) RA‐12 [Prof. Jeng‐Chung Chen] (62203) (PhD) {PhD: Fundamental course} 市場導向行銷管理 Market‐Based Marketing Management 1:10pm ‐ 4:00pm [Prof. Tien Wang] RA‐10/RA‐310 (62203) (M/PhD) {elective course} 不動產財務 Real Esate Finance 2:10pm‐5:00pm [Prof. Hui‐Ching Sana Hsieh] RA‐15/RA‐ 315 (62201) (M/PhD) {elective course} 行銷模式 Marketing Modeling 2:10pm ‐ 5:00pm [Prof. Faye Jufei Kao] RA‐08 / RA‐308 (62203) (M/PhD) {elective course} 17:00‐ 18:00 A 品牌文創策略 Cultural Branding Strategy 2:10pm ‐ 5:00pm [Prof. Faye Jufei Kao] RA‐07/ RA‐307 (62203) (M/PhD) {elective course} 專題討論 Seminar (0) RA01‐/RA‐301 [Prof. Jeng‐Chung Chen] ( Zero Credit) (M/PhD) 【For writing thesis】 B 19:00‐ 20:00 C 20:00‐ 21:00 衍生性金融商品 Financial Derivatives 6:30pm ‐ 9:30pm [Prof. Ze‐Shi Wang ] RA‐14/RA314 (62203) (M/PhD) {elective...
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...of the performance management strategy. Southern Company is an electric utility company headquartered in Atlanta, GA. The company owns electric utilities in Alabama, Florida, Georgia, and Mississippi and services roughly 4.4 million customers. Southern Company also provides fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability and retail electric prices that are below the national average. Historically, Southern Company hired at the entry level and promoted individuals internally to fill leadership positions. The company typically had a very low turnover rate which resulted in an older and more tenured workforce. Over the years, Southern Company developed a group of leaders that possessed a profound level of business knowledge and aligned with the organization and culture. Southern Company hired a large number of people in the late 1970s and 1980s, so by 2003, most of those individuals that had remained with the company were beginning to retire. At Southern Company employees are eligible to retire at 50 years old, so many executives began to retire in large numbers, and their successors would also leave shortly after. Southern Company decided that it was time to review and revamp their succession planning and leadership development efforts to guarantee that they had a sustainable source of effective leaders to meet future business needs. According to Tucker, Kao and Verma (2005), Talent Management...
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...It will thereafter discuss with valid points raised on both angles of whether entrepreneurs are born or made. It will therefore justify with persuasive evidence that entrepreneurs are made. Finally a conclusion will be drawn. The entrepreneur character is one of the characters which strongly influence business around the world. This explains the need to understand the profile of such a character. An entrepreneur is a person who creates a new business, taking risks in achieving the objectives which they propose, to make profits and growth by identifying some important opportunities. An entrepreneur manages important resources, which he or she draws from different sources on a major power to persuade those who hold them. Many experts have sought to understand and describe the personality of the entrepreneur, because, although many people have good ideas to start a business, some turn these ideas into concrete businesses (Shapiro 1975). Burdus (3, 2007) An entrepreneur is said to be "a person with leadership qualities, able to take risks in order to exploit certain opportunities, their enthusiasm is based more on personal forces which leads to the development of strategies based almost entirely on personal interests. Entrepreneurs exist and are able to maintain their existence because they possess certain characteristics”. Burdus (2007) highlighted some characteristics which enable...
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...recommendations to the board of L’Oréal directors in regards to their proposed acquisition of Molton Brown Ltd, a UK based manufacturer of upmarket cosmetic products. Molton Brown is fully owned by KAO Group, a Japanese manufacturer of personal care products. In addition, the report analyses the current share price of L’Oréal based on current economic climate, their credit rating, corporate governance and other factors. The analysis of financial statements of L’Oreal and its peers indicate that the business is well managed. Over the past three years the company has achieved a regular year on year increase of turnover and at the same time it managed to maintain its operating profit margin, which was the highest when benchmarked to its key competitors such as Unilever or Estee Lauder. L’Oreal current ratio, used to assess the liquidity of the business, decreased versus prior year. This was mainly caused by the issue of commercial paper repayable within one year. This however should not be a concern to the management, as favourable terms with suppliers and customer means that the business can meet its current liabilities. The analysis of peers suggests that it is industry standard to have a negative working capital. The analysis of Molton Brown shows that it is a profitable business which achieved an impressive 18% increase in turnover vs prior year. A high current ratio may indicate that Molton Brown is not using its financial resources very effectively and the management is...
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...success. Home Depot maintains its’ competitive edge by using their organizational talent in the Do It Yourself industry. This is achieved by having an exemplary organizational structure of values, principles, and beliefs. In achieving that status, Home Depot’s emphasized the importance of employees’ knowledge of the business and their enthusiasm, (Grow, Brady & Arndt, 2006) and hiring of dependable and knowable older workers (Silzer, & Dowell, 2010). In addition to be effective in maintaining that competitive edge Home Depot has various programs that focused on a wide array of leadership development. They encouraged cross-functionality across the company (Gandossy and Verma, 2005), groomed internal talent to allow for peer tutoring from other executives (Gandossy and Verma, 2005) underscored the importance of human capital and engaged store associates in creating a superior customer experience (Silzer, & Dowell, 2010). The key channels that Home Depot developed for recruiting talent, is focusing its recruiting efforts on older workers by partnering with the senior citizens group, American Association of Retired Persons (AARP), (Tucker, Kao, and Verma, 2005), developed a hiring partnership with the United States Department of Labor and work in partnership with the Hispanic Association on Corporate Responsibility (HACR) to form a hiring partnership with four of the country’s leading Hispanic organizations (Donovan, 2006). Another key channel that Home Depot...
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...This script was made by: [pic] MEĐUNARODNI MENADŽMENT 2006. 1. TEORIJE MEĐUNARODNE TRGOVINE I REZULTATI EMPIRIJSKIH ISTRAŽIVANJA RELEVANTNI ZA MEĐUNARODNI MENADŽMENT Pristupi izvorima komparativnih prednosti Prilikom analize teorija međunarodne trgovine polazi se od teorije apsolutnih prednosti A. Smitha, koja je neposredno vezana za međunarodnu podelu rada. A. Smith dolazi do zaključka da bi bilo nerazumno za jednu zemlju da proizvodi ona dobra koja može da jeftinije nabavi iz drugih zemalja u razmenu za svoje proizvode. U uslovima slobodne trgovine koja omogućava da se svaka zemlja specijalizuje u onoj vrsti proizvodnje za koju postoje najpovoljniji uslovi. Smithova teorija se zasniva na radnoj teoriji vrednosti - proizvodi vrede onoliko koliko je u njima inkorporirano društveno potrebnog rada i u toj razmeri se i razmenjuju na tržištu. A. Smith je nerealno pretpostavio potpunu mobilnost faktora proizvodnje. D. Ricardo – Zemlja će se u međunarodnoj razmeni specijalizovati u onoj proizvodnji u kojoj, iako je skuplja, proizvodi relativno najmanje skupo, odnosno u onoj proizvodnji u kojoj, iako jeftinija, proizvodi relativno najjeftinije. Pri tome se posmatra odnos proizvodnja/faktor. G. Haberler unosi u teoriju spoljne trgovine princip graničnih troškova. Po G. Haberleru do izvoza dolazi kada su granični troškovi dodatne proizvodnje u jednoj zemlji niži od odgovarajućih graničnih troškova dodatne iste proizvodnje u drugim zemljama, ako se uključe transportni...
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...Third Assignment Title: ‘Imagine that you are the CEO of Syngenta, a global agricultural chemicals supply company based in Basle, Switzerland. Read the article about the ‘Pesticide Nun’, then review your strategic options and outline your decision for the future of the UK business.’ Write a statement of the purpose of this assignment. Then identify three sub-questions to be answered: 1.1 What is Syngenta and what does it do? 1.2 Company’s statement of Corporate Responsibility 1.3 Consideration of the evidence presented in the article ‘Pesticide Nun’ 1.4 Strategic positions that Syngenta might take and the conclusion The purpose of this assignment is to consider the evidence of the article ‘Pesticide Nun’ and implications of this ruling for both the UK and the global business of Syngenta. Furthermore, company’s statement of Corporate Responsibility will be discussed and then in the end the conclusion will be drawn with the decision for the future of the UK business. 1.1. Syngenta is a world-leading plant science company based in Basel, Switzerland which promotes sustainable agriculture through inventive technology and research. Furthermore, the company ranks third in the high value commercial seeds market and is a leader in crop protection products (pesticides) (Syngenta, 2009). It has more than 24,000 employees in over 90 countries committed to the purpose to bring plant potential to life. Moreover, through global reach, world-class science and obligation to the customers...
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...126, Pregledni rad Članci/Papers Vrednost brenda za potrošače i preduzeća Saša Veljković, Aleksandar Đorđević Rezime: U savremenom poslovnom upravljanju koje karakteriše sve intenzivniji konkurentski pritisak marketing dobija sve dominantniju ulogu. Kompanije na tržištu su sve više izložene konkurentskom pritisku usled rasta broja ponuđača i supstitutivnih proizvoda na domaćem tržištu i rastu inostrane konkurencije usled globalizacije svetske ekonomije. Od uspešnosti upotrebe marketinških alata u najvećoj meri zavisi ostvarenje očekivanih finansijskih efekata, kao i opstanak kompanija na tržištu na srednji i dugi rok. Brend je koristan marketinški alat koji u savremenim uslovima poslovanja predstavlja značajan izvor konkurenstke prednosti. Koncept i suština brenda poslednjih godina su značajno promenjeni u odnosu na period od pre dvadeset i više godina. Na brend se ne gleda više samo kao na marku ili znak, već na alat koji kreira vrednost za potrošače i značajno doprinosi poboljšanju konkurentske pozicije kompanije na tržištu. U procesu izgradnje brenda potrebno je poći od elemenata koji utiču na kreiranje vrednosti za potrošače i dosledno primenjivati mehanizme kako bi se funkcija brenda bila u funkciji poslovanja i omogućila kompanijama ostvarivanje maksimalnih efekata u pogledu rasta konkurentske prednosti. Istovremeno je bitno, zbog analize finasijske isplativnosti investicija u izgradnju brenda, sagledati i uticaje brenda na finansijske performanse kompanije...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1750-5933.htm An efficiency comparison of direct and indirect channels in Taiwan insurance marketing Chiang Ku Fan and Shu Wen Cheng Graduate Institute of Finance and Insurance, Shih Chien University, Taipei, Taiwan, Republic of China Abstract Purpose – The purpose of this paper is to compare the efficiency of bancassurance, an indirect marketing channel formed through the creation of subsidiaries, with an insurer’s own team, a direct marketing channel, in the Taiwan insurance sector. Design/methodology/approach – This paper uses the Charnes, Cooper, and Rhodes (CCR) model to measure the decision-making units’ (DMU) operating efficiency. Findings – The three major findings are: the efficiency score of a direct marketing channel is significantly higher than that of a comparable indirect marketing channel. The efficiency relationship between the indirect marketing channel and the direct marketing channel is independent. A marketing efficiency evaluation, when divided into different marketing channels for evaluation, provides meaningful results for marketing decision-makers. Originality/value – By comparing the efficiency between two different insurance marketing channels, managers in life insurance companies can make a more informed choice. Keywords Direct marketing, Marketing, Insurance, Taiwan Paper type Research paper Comparison of direct and indirect channels 343 Introduction Bancassurance...
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... this would in turn lead to a decrease in sales and thus profits and this would place a financial burden on McDonald’s, KFC and Pizza Hut- long term consequences include that they would struggle to pay rent and workers’ wages and may face having to close down those particular branches. They would thus lose customer loyalties as well as destroy their relationships with various stakeholders.Thirdly, their various suppliers might not want to continue doing business with these branches due to the bad publicity that is associated with them and thus one would expect food shortages. Lastly, they’d be placed under intense scrutiny by the Consumer...
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...sa sve veæom konkurencijom otkako su trišta otvorena globalnom natjecanju, konkurentnost1 pojedinog poduzeæa ili gospodarstva u globalnom trištu uvelike ovisi o moguænosti uspješne prilagodbe promjenama trišta i iskorištavanju moguænosti najnovijih tehnièkih i tehnoloških dostignuæa. Za potpuno iskorištenje svojih moguænosti poduzeæa i zemlje trebaju fleksibilnu radnu snagu i trište rada. Na meðunarodnoj razini postoji opæa suglasnost ekonomista da veæina zemalja – pogotovo u Europi – trebaju fleksibilnija trišta rada. Postoji jasna povezanost stope * Primljeno (Received): 10.6.2003. Prihvaæeno (Accepted): 9.9.2003. 1 Konkurentnost se moe definirati kao trajno odravano poveæanje proizvodnosti koje omoguæuje veæe plaæe i poboljšanje ivotnog standarda. Obiljeava je sve veæe znaèenje izvoza, pa se ono moe iskazati kao sposobnost udovoljavanja zahtjevima meðunarodnog trišta, uz istodobno poveæanja...
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