...Sport Obermeyer is a family-owned business in the fashion ski apparel industry. They specialize in ski apparel for the mid to high-end market, which consists of fully coordinated outfits with parkas as the centerpiece. They break their product market into 5 genders: men, women, boys, girls and preschoolers. Within each gender they further categorize according to customer preferences. The company’s product strategy rests on offering fully-matching collections, and delivering to retailers early in the season to assure good product placement and ample floor space. Currently they can boast a 45% share of the market for the children’s section, and 11% for adults. Sport Obermeyer is facing difficulties from its outdated supply chain. They suffer long lead times, due to supplier capacity constraints which places a heavy burden on forecasting. Forecasting in this ever-changing market is a significant challenge, which when is inaccurate costs the company in terms of below cost inventory disposal and lost sales revenues, which may also further reduce market share. Due to the dynamics of the industry, having both uncertain supply and demand, usage of an “agile” supply chain is the recommended course of action. An agile supply chain means that Sport Obermeyer needs to build agilty, adaptability and alignment with suppliers within its system. Achieving this goal will reduce lead times, which will allow the company to react more quickly to market demands and reduce the need for...
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...Situation Sport Obermeyer is a family-owned business in the fashion ski apparel industry. They specialize in ski apparel for the mid to high-end market, which consists of fully coordinated outfits with parkas as the centerpiece. They break their product market into 5 genders: men, women, boys, girls and preschoolers. Within each gender they further categorize according to customer preferences. The company’s product strategy rests on offering fully-matching collections, and delivering to retailers early in the season to assure good product placement and ample floor space. Currently they can boast a 45% share of the market for the children’s section, and 11% for adults. Sport Obermeyer is facing difficulties from its outdated supply chain. They suffer long lead times, due to supplier capacity constraints which places a heavy burden on forecasting. Forecasting in this ever-changing market is a significant challenge, which when is inaccurate costs the company in terms of below cost inventory disposal and lost sales revenues, which may also further reduce market share. Due to the dynamics of the industry, having both uncertain supply and demand, usage of an “agile” supply chain is the recommended course of action. An agile supply chain means that Sport Obermeyer needs to build agilty, adaptability and alignment with suppliers within its system. Achieving this goal will reduce lead times, which will allow the company to react more quickly to market demands and reduce...
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...China’s Global Business Plan Team Memners MGT/448 January 22, 2012 Professor China’s Global Business Plan In week five Team C has to prepare a final global business plan paper for the venture in China. The team first had to summarize the findings from the previous team assignments. After summarizing the team had to integrate the week five assignment with the work that had been turned in previously. The team paper for week five included the rationale the team used for choosing the target country. The team also had to determine the marketing mix that was specific to the selected global product and give an explanation why this mix was chosen. A marketing plan was prepared that addressed product modification, pricing, promotional programs, distribution channels, and e-business in the chosen country. The paper will include market indicators and trends for the product. A financial overview for the global venture will be given, which includes a chart for the general budget and an explanation of how the company will deal with the foreign exchange risk. The company will have to identify potential domestic and international sources for funding the venture, and the team will identify two possible financial institutions within the chosen region. In the paper a description of the degree at which the organization will operate as a centralized versus decentralized organization, and a chain of command chart will illustrate how information is passed from the field to senior management...
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...Chapter 1: Ethical Theory Meta-ethical positions include: * Ethical non-cognitivism (concept that ethics is a matter of feelings) * Ethical relativism (concept that ethics is relative to a particular point of view) * Ethical objectivism (notion that ethics is objective in nature). Meta-Ethical Positions Ethical Non-cognitivism The basis of ethical non-cognitivism is that ethical disagreement can be a highly emotional affair where no amount of reasoning is likely to convince the other party. * Example: “Let’s just agree to disagree” Ethical Relativism * Ethical relativism says that while ethical statements are cognitively meaningful, they do not hold in any objective sense because they depend on our point of view. * If we accept ethical relativism, then ethical disagreement among people who do not share the same perspective becomes impossible. * It assumes that if people agree on something, then it must be true. * Ethical relativism is suspect for a pragmatic reason: it is fundamentally at variance with our social practice. * Example: “To each his own”, or the belief that what’s right for one group isn’t necessarily right for another Ethical Objectivism * Ethical objectivism holds that right and wrong are objective phenomena. * Example: “I’m right and you’re wrong” What is Ethics? * As a discipline, ethics is a branch of philosophy. * It deals with questions of right and wrong conduct, and with what we ought to do and what...
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...Strategic Analysis Marcel Campbell University of the Incarnate Word Table of Contents Executive Summary………………………………………………………………… 3 Company Overview…………………………………………………………………. 4 Mission, vision, Values……………………………………………………………… 5 History……………………………………………………………………………….. 6 Key Executives………………………………………………………………………. 7 Logo………………………………………………………………………………….. 8 Awards……………………………………………………………………………….. 9 Internal Analysis……………………………………………………………………. 10-22 External Analysis…………………………………………………………………….23-36 Strategies…………………………………………………………………………… 36-53 References………………………………………………………………………….. 54-58 Executive Summary Groupon Humans are living in the digital age and technology has become crucial to the development of the world. Technology helps people in many positive ways, such as faster communication, easy access of vast quantities of information, and efficient, fast transportation. Therefore, businesses also benefit from technology. Technology helps companies to reach consumers fast and help to study the behavior of consumers when buying a product or service to create profit. Groupon uses technology to provide coupons to savvy consumers. Groupon is a company in the daily deals industry. The company provides daily deals online, usually provides coupons with a half price discount from local restaurants, bars, movie theaters, luxury hotels; helping other companies to attract customers by offering savings on things to eat...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...Chapter Two The Fashion Market and the Marketing Environment 2.1 Introduction A market is a place for buying and selling, for exchanging goods and services, usually for money. The fashion market is unusual because until early in the twentieth century it was almost solely the domain of kings, queens, aristocrats and other important people. As will be seen, great changes, mainly due to technology and increasing globalization, mean that we now have a fashion marketplace open to everyone. Fashion can be a reflection of the time, from the utilitarian clothing of the war years to the yuppie look of the buoyant 1980s. Fashion also can be a reflection of individuals. Clothes are often chosen to reflect among other factors our age, gender, lifestyle and personality. Because fashion is both a reflective and yet creative discipline, it is necessary for fashion marketers to be aware of the factors surrounding the market and develop a broad understanding of the issues that can affect the garments that are seen in any high street store. 2.2 The development of the fashion market 2.2.1 Origins of the modern fashion market Until relatively recently, fashion had always been élitist and was used by its adopters to show that they were above the common people. Even the inventions of the eighteenth and nineteenth centuries; the spinning jenny, the water frame and the sewing machine have not had as great an effect on the market as have cultural changes and the explosion of the...
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...Expatriates in China Experiences, Opportunities and Challenges Ilaria Boncori ISBN: 9781137293473 DOI: 10.1057/9781137293473 Palgrave Macmillan Please respect intellectual property rights This material is copyright and its use is restricted by our standard site license terms and conditions (see palgraveconnect.com/pc/connect/info/terms_conditions.html). If you plan to copy, distribute or share in any format, including, for the avoidance of doubt, posting on websites, you need the express prior permission of Palgrave Macmillan. To request permission please contact rights@palgrave.com. Expatriates in China Experiences, Opportunities and Challenges Ilaria Boncori Expatriates in China 10.1057/9781137293473 - Expatriates in China, Ilaria Boncori Copyright material from www.palgraveconnect.com - licensed to University of Wollongong - PalgraveConnect - 2014-05-17 This page intentionally left blank 10.1057/9781137293473 - Expatriates in China, Ilaria Boncori Copyright material from www.palgraveconnect.com - licensed to University of Wollongong - PalgraveConnect - 2014-05-17 Expatriates in China Experiences, Opportunities and Challenges Ilaria Boncori University of Essex, UK Copyright material from www.palgraveconnect.com - licensed to University of Wollongong - PalgraveConnect - 2014-05-17 10.1057/9781137293473 - Expatriates in China, Ilaria Boncori © Ilaria Boncori 2013 Foreword © Heather Höpfl 2013 All rights reserved. No reproduction...
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...[pic] SWOT Analysis of Hollister Co. By: Jessica Gray, Mehrosh Hasher, Lydia Russo, Rachael Ware, and Desiree Urban October 4, 2009 AA 381 Fashion Buying Introduction: Hollister Co. was launched by Abercrombie & Fitch Company CEO Michael Jeffries in July 2000, and is a lifestyle brand that markets apparel and fragrances reminiscent of the southern California way of life (Palmer, 2009). Hollister Co., whose clothing is known for their signature seagull logo embroideries, has become widely recognizable due to its success in creating a strong brand image (Palmer, 2009). Hollister Co.’s retail stores, featuring only its own private label merchandise, are usually located in malls and generate significant traffic due to its unique atmosphere complete with ultra-dimmed lights and blaring popular music (Palmer, 2009). The brand’s target market consists of both males and females between 14-24 years of age (Palmer, 2009). Hollister Co. is known for the model-like staff it employs, and the sensual advertisements and store décor that accompany them (Palmer, 2009). Their clothing reflects this ideal, running in notoriously small sizes and only consisting of a very limited collection of casual beach-ready graphic t-shirts, jeans, thermals, swimwear, leggings, shorts, and sweatshirts (Palmer, 2009). Though Hollister Co. has recently been suffering large net losses, it has ranked first place for the Teen’s Top Clothing Brand for four consecutive seasons since 2007, and...
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...Lightweight Athletic Shoes for Women Business and Industry Analysis) Ryka is doing business of athletic shoes for women, which are made on the shape of a woman’s foot, and are designed and developed considering women’s unique fit needs. It is the only athletic footwear company, which is exclusively for women, by women, and now supporting women. Because a woman’s needs in a comfortable, attractive, high performance athletic shoes that are attractive, comfortable, and well suited for exercise and physical fitness programs are different from a man’s. Therefore, it places Ryka shoes among the highest rated in the industry. The athletic footwear industry was divided into various submarkets by end-use specialization. Ryka competed in only three segments: aerobic, walking, and cross-training shoes. Ryka had focused on performance rather than fashion because Poe believed that fashion-athletic footwear was susceptible to faddish trends and to ups and downs in the economy, whereas the demand for performance shoes was based on the ongoing need of women to protect their physical well-being. Ryka cut back on its product line and began to focus primarily on aerobic shoes and secondarily on walking shoes. Poe did not believe that Ryka had to become an industry giant to succeed. SWOT Analysis Strength: Poe’s image and profile were the most critical components in Ryka’s marketing strategy. Poe had successfully worked the female angle: she appealed to contemporary working women because, while being something...
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...American Ways American Ways A Guide for Foreigners in the United States GARY ALTHEN with Amanda R. Doran and Susan J. Szmania First published by Intercultural Press. For information contact: Intercultural Press, Inc. Nicholas Brealey Publishing PO Box 700 3-5 Spafield Street Yarmouth, Maine 04096 USA London, EC1R 4QB, UK Tel: 207-846-5168 Tel: +44-207-239-0360 Fax: 207-846-5181 Fax: +44-207-239-0370 www.interculturalpress.com www.nbrealey-books.com © 1988, 2003 by Gary Althen Production and cover design by Patty J. Topel All rights reserved. No part of this publication may be reproduced in any manner whatsoever without written permission from the publisher, except in the case of brief quotations embodied in critical articles or reviews. Printed in the United States of America 06 05 04 03 02 1 2 3 4 5 Library of Congress Cataloging-in-Publication Data Althen, Gary. American ways: a guide for foreigners in the United States/ Gary Althen.—2nd ed. p. cm. Includes bibliographical references (p. ) ISBN: 1-877864-99-4 (alk. paper) 1. United States—Guidebooks. 2. United States—Handbooks, manuals, etc. 3. Visitors, Foreign—United States—Handbooks, manuals, etc. 4. Aliens—United States—Handbooks, manuals, etc. 5. Intercultural communication—United States—Handbooks, manuals, etc. 6. United States—Social life and customs—1971– I. Title. E158.A46 2002 973—dc21 2002032741 ✰ ✰ ✰ Table of Contents Preface to the Second Edition........................................
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...A COMPREHENSIVE ANALYSIS OF HYATT HOTELS CORPORATION AND HOW IT RELATES TO COMPETITION WITHIN THE HOTEL INDUSTRY Table of Contents EXECUTIVE SUMMARY 1 EXTERNAL ENVIRONMENT ANALYSIS 3 General Environment 3 Demographic Segment 3 Technology Segment 7 Economic Segment 11 Political / Legal Segment 14 Socio-cultural Segment 16 Nature Segment 18 Global Segment 19 Industry Environment 21 Intensity of rivalry 21 Supplier power 22 Buyer Power 22 Threat of substitutes 22 Threat of new entrants 23 Competitor Environment 23 Introduction 24 Future objective 25 Current strategy 26 Capability 28 Assumption 30 Driving Forces 31 Economic growth 31 Globalization 31 Technology 32 Room Service Remodeling 33 Go green 33 Key Success Factors 34 Multiskilled and flexible workforce 34 Franchising 34 Quickly adopt new technology 35 Strategic Group Map 35 INTERNAL ENVIRONMENT ANALYSIS 39 Resources 39 Tangible resources 39 Intangible resources 41 Capabilities 44 Core Competencies 45 Brand Development: 45 Golden Passport Membership 47 Making Meeting Easy 47 Distinctive Competencies / Four Criteria Test 48 Supply Chain 50 Inbound Logistics 50 Operations 52 Outbound Logistics 54 Marketing and Sales 56 After-Sales Service 58 Weighted Competitive Strength Assessment 59 Financial Report 63 Profitability Ratios 64 Liquidity Ratios 67 Leverage ratios 69 Efficiency Ratios 71 Revenue Per Available...
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...CHAPTER 3 The Competitive Environment Learning Objectives Upon completing this chapter, you should be able to: Identify the structural characteristics of the environment faced by the firm and how these drivers influence both competition and value creation Choose the appropriate level of specificity in environmental analysis, depending on the locus of the decision-making group Predict how changes occurring in the environment might influence future competition and value creation Incorporate understanding of environmental changes into the development of strategy Consider options for influencing changes in the firm’s environment so as to improve future value creation Analyze customers and competitors to develop a competitive advantage and strategy Appreciate that strategy is realized in the future: decisions are made now but their realization occurs in the future In late 2000, GE proposed to take over Honeywell. Both these firms are U.S.-based, and the value of the merger was $USB42. But a merger between two such large firms has global implications and ramifications. Although the U.S. Federal Trade Commission (FTC) had approved the merger, the European Union (EU) decided to oppose it on the grounds that it had the potential to reduce competition in Europe. Its concern was that GE’s strong position in the manufacture of jet engines and its ability to offer finance, if added to Honeywell’s aviation electronic business, would allow the merged entity to bundle their products together...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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