...Background In 2003 L’Oreal was the world largest cosmetics company. L’Oreal started in 1909 by a French chemist name Eugene Schueller. After starting his business and selling in Paris, he decided to start exporting to other European countries. Gradually, the products were distributed to the United States, South America, Russia and the Far East. By 2003, they had entered 103 countries through 290 subsidiaries with more then 80% of their sales outside of France. Since it’s establishment, L’Oreal has marketed over 500 brands, with more then 2,000 products. The products are divided into four product categories: consumer, luxury, professional and active. With these four categories, they were able to cater to the needs of hair, skin, and makeup for different cultures. Every year, they were able to produce a high return even with the economy at a decline. Ran by CEO Lindsey Owen-Jones, they were being lead strongly in a competitive market. They understood the importance to invest in their research and development for the future of their products and company. L’Oreal is unique in that it understands whom it is catering to and from there; they plan a strategic execution for it. L’Oreal understand that competition is local and caters to their local completion depending on where they are. There products and as well as their marketing promotes the products that they know will do well. Strengths L’Oreal is a strong global company, and the Financial Times voted them as the 20th most...
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...(http://www.oecd.org/daf/ca/corporategovernanceprinciples/43654301.pdf) Research quantifies the value of good governance in family businesses. In a study by Professor Panikkos Poutziouris of the Cyprus Institute of Management of 42 companies on the London Stock Exchange, listed family firms outperformed their listed non-family rivals by 40 percent from 1999 to 2005. But the study also shows that the outperformance of the Family Business63 Index only applies when the interests of shareholders and management are aligned. Credit Suisse64 research also showed that family-owned companies perform better: over the long term, such firms tend to achieve superior returns and higher profitability than companies with a fragmented shareholder structure. Credit Suisse analysts compared the stock performance of European companies with a significant family influence to firms with a broad shareholder base. The study incovered several factors that contribute to the success of familyowned firms: ff Longer-term strategic focus of the controlling shareholders and management, instead of operational focus on trying to surpass quarterly results in Better alignment of management The main challenge in family business governance relates to the existence of an additional layer of relationship that the owning/controlling family brings to the business.‑ For shareholders this complexity includes understanding the various interconnections among the owning/controlling family members. These roles...
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...Why has Disney been successful for so long? Disney’s long term success lies mainly in the quality and type of product it creates andthe firm’s successful and tactful management of its creative content and resource s. At its coreDisney, unlike many other content providers has the ability to reuse and remake previouscontent. A demonstration of this ability is the current re-release of a 3D version of The Lion King that is current in theater. This ability to reuse content is achieved because Disney can market itschildren’s movies to each new generation of children and to their parents, with whom many of their productions once resonated with. Disney has exploited this aspect of their business byreturning movies to the “Disney Vault” and only having a set number of movies available for purchase at any given time. Furthermore, Disney is a multifaceted business that has developedcontent to appeal to a wide range of ages. Such that once one moves beyond The Lion King theycan engage in content created for an older and more contemporary audience, like Touchstones’films. And when these consumers finally become parents they are once again touched by theDisney magic through their children. Disney’s other businesses such as ABC, and ESPN, allowthem to hone in on specific consumer groups and their parks provide and experience that thewhole family can enjoy. Overall Disney’s success is a result of their ability to engage newaudiences and cycle their audience through various aspects of...
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...MM Lager brand, but will steadily and profitably replace the 2% annual decline in Lager revenue. (See exhibit 3). In order to defend my recommendation, I utilized a few different assessment tools including a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis (See exhibit 4). This analysis quickly pointed out areas of brand strength and the opportunities available in diversifying the product portfolio. Additionally, both the threats and weaknesses detail the unfavorable position the company faces when launching the light beer line. I also performed a portfolio analysis incorporating the product/market expansion grid which allowed me to outline market segmentation and product positioning. I concluded with the product lifecycle and the revenue light beer would generate by forecasting both Lager revenue decline and 5% and 20% cannibalization rates. (See exhibit 3). Recommendation Support MMBC has done a terrific job holding market share against better funded national brands with its core market segment, working class males; however, Mountain Man Lager is in the mature phase...
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...in the United States paid dividends. However by 1999 this number dropped to about one fifth of firms. The main reason for the decline was that until the new tax laws in 2003 passed, top bracket taxpayers paid a capital gains rate of 20%, while being taxed at 38.6% on their dividends. Therefore, paying dividends seemed to be an inefficient use of a firm’s cash and made these stocks less attractive to wealthy investors. Instead many firms favored stock repurchases. In addition, the trend away from dividends could be attributed to changes in publicly traded stocks. In general, firms that pay dividends are mature companies with slow growth and stable revenue. However in the 80’s and 90’s, the market saw firms going public earlier in their lifecycle when growth opportunities were stronger than current profits. Leading this trend away from dividends was the emergence of the many high growth technology firms...
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...Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Success isn’t a destination it’s a process. And the margin between successes is often small. Ob is all about studying the principles of defining nd achieving success in your organization and life. Impact of ob Organizational behavior is an aspect of doing business within large companies that many executives have overlooked. This organizational behavior impacts every nook and cranny of a company. Thinking about the organizational behavior and how people act within a company can foster new ways of managing people that can have longer-term impacts on profitability. For example, unionized work forces may have a more negative environment then non-union work environments due to the natural adversarial relationships between company management and union officials. In unionized environments many employees may feel as though their supervisor is abusing them and therefore they regulate...
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...Asus From Wikipedia, the free encyclopedia Jump to: navigation, search For the Arts & Science Undergraduate Society, see Queen's Faculty of Arts and Sciences. ASUSTeK Computer Inc. (trading as Asus) | | Type | Public | Traded as | LSE: ASKD, TWSE: 2357 | Industry | Computer hardware Electronics | Founded | 2 April 1989 | Founder(s) | T.H. Tung Ted Hsu Wayne Hsieh M.T. Liao | Headquarters | Beitou District, Taipei, Taiwan | Area served | Worldwide | Key people | Jonney Shih (Chairman) Jerry Shen (CEO) | Products | Desktops, laptops, netbooks, mobile phones, networking equipment, monitors, motherboards, graphics cards, optical storage, multimedia products, servers, workstations | Revenue | US$14.73 billion (2011)[1] | Profit | US$565.2 million (2011)[1] | Employees | 18,850 (2011)[1] | Website | Asus.com | Asus | Traditional Chinese | 華碩電腦股份有限公司 | Literal meaning | ASUSTeK Computer Inc. (Great Splendid Computer Corporation) | [show]Transcriptions | | ASUSTeK Computer Inc., trading as Asus (/ˈeɪsuːs/[2]), is a Taiwanese multinational computer hardware and electronics company headquartered in Taipei, Taiwan. Its products include desktops, laptops, mobile phones, monitors, motherboards, servers, tablet PCs and video cards. The company's slogan is: "Inspiring Innovation. Persistent Perfection."[3] Asus is the world's fifth-largest PC vendor by 2012 unit sales (after HP, Lenovo, Dell and Acer).[4] Asus appears in BusinessWeek’s...
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...The country Cambodia has in the last recent years prospered as an international tourist destination and the tourism industry has become more recognised as a major source of income. The international tourist destination has therefore come to occupy an important role for the country’s economic development. Concerning the fact that Cambodia is a Third World country the local community can be extremely vulnerable in relation to the consequences that international tourism can create. The project ChildSafe was formed by the organization Friends International as a consequence of the poor situation for street children. This project works to protect children from all sorts of abuse. This project has also developed information for the international tourist to take part of while visiting the country. This information provides guidelines concerning how to act as a responsible tourist. The aim of this study is consequently to investigate how international tourism can influence the social community in Cambodia. To limit the research the study will focus on the organization ChildSafe and their work to promote a sustainable social development. It will also focus on the Ministry of Tourism and their work and attitude towards the same issue. The result of the study shows that international tourism affects the social community in many ways, both positive and negative. International tourism can contribute to the community and create a sustainable social development if there is support...
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...Starbucks a Strategic Analysis Past Decisions and Future Options 4/17/2008 Brown University Economics Department Ryan C. Larson 08’ 1 Contents Introduction ......................................................................................................................... 4 Michael Porter’s 5 Forces Analysis (Past) .......................................................................... 7 Industry Rivalry ............................................................................................................................ 8 Potential for new entrants ........................................................................................................ 10 Substitute Products ................................................................................................................... 12 Bargaining Power of Buyers ...................................................................................................... 13 Bargaining Power of Suppliers................................................................................................... 14 Summary: The Five Market Forces in Specialty Coffee in 1987 ..................................... 15 Specialty Coffee Industry Attractiveness.......................................................................... 16 Starbucks’ Original Generic Strategy ............................................................................... 19 Starbucks’ Success Factors .........................................
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...Tourism management fundamentals 1. 1. TOURISM – PRINCIPLES AND PRACTICE Unit I: Introduction to Travel and Tourism 2. 2. The word Travel derived from the French word ‘Travail’ All Tourism involves Travel; but not all Travel involves Tourism 3. 3. • Tourism is part of LEISURE. • In modern times Tourism is only a recreational activity is a MISCONCEPTION because participating in meetings, seminars conferences, trade fairs, etc are also a tourism activity. 4. 4. Tourists • The tourist market is divided into: 1. The leisure tourist 2. The business tourist 5. 5. Visitors • A visitor is any person visiting a country other than that in which he/she has his/her usual place of residence, for any other reason than following an occupation from within the country visited – Visitors may be further categorised as excursionist and tourists 6. 6. Excursionist • A day visitor who stays for less than 24 hours at a place. There is no overnight stay 7. 7. Tourist • A tourist is a temporary visitor to a place. They stay at least for 24 hours 8. 8. TOURISM • One of the first attempts at defining tourism was that of Professors Hunziker and Krapf of Berne University in 1942. They held that tourism should be defined s – ‘the sum of the phenomena and relationships arising from the travel and stay of non-residents, in so far as they do not lead to permanent residence and are not connected to any earning activity’. 9. 9. UNWTO definition • Tourism comprises the...
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...Project Management for Information Systems A refreshingly readable, realistic and relevant view of project management within the context of information systems. This comprehensive and practical book is an excellent starting point for any practicing project managers or students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. In this book, the practical perspective and industry experience of the authors complements the clear explanation of project management theory and methodologies. The authors strike a good balance covering both the mechanics of project management and the human factors involved and plentiful case studies, exercises and good and bad examples from real life help the reader to put the theory into context and into practice. This fifth edition has new material on: • development life-cycles and approaches (including agile approaches) • different types of IS projects and how to manage them • implementing change through information systems • updated coverage of leadership and management. Project Management for Information Systems is all you need to plan every aspect of an IS project and ensure that it is implemented on time, within budget and to quality standards. ‘This is an excellent starting point: a practical down-to-earth and comprehensive guide to many facets of IS project management. Cadle and Yeates draw on a wealth of experience in running...
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...Starbucks a Strategic Analysis Past Decisions and Future Options 1 Contents Introduction ......................................................................................................................... 4 Michael Porter’s 5 Forces Analysis (Past) .......................................................................... 7 Industry Rivalry ............................................................................................................................ 8 Potential for new entrants ........................................................................................................ 10 Substitute Products ................................................................................................................... 12 Bargaining Power of Buyers ...................................................................................................... 13 Bargaining Power of Suppliers................................................................................................... 14 Summary: The Five Market Forces in Specialty Coffee in 1987 ..................................... 15 Specialty Coffee Industry Attractiveness.......................................................................... 16 Starbucks’ Original Generic Strategy ............................................................................... 19 Starbucks’ Success Factors ............................................................................................... 22 First-mover...
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...MBA 685 Corporate Strategy Strategic thinking What is strategic thinking? The term ‘strategic’ has become a much over-used word in business today. You may have observed that the term is increasingly attached to people’s job titles and is used to dignify roles and elevate the status of projects that might otherwise not be regarded as sufficiently important. The dilution of the term strategic is unfortunate because one of the key functions of general managers in all organisations is to engage in strategic thinking. Strategy has a long heritage. The word ‘strategy’ comes from the Greek word for generalship. This betrays the origins of strategy, which lie in the military. Indeed, long before companies were said to have strategies, strategy was a well-developed art within the military sphere. The first writer on strategy is generally held to be the Chinese philosopher, Sun Tzu, whose most popular work, The Art of War, is widely read to this day (Sun Tzu, 2005). In Sun Tzu’s view, the art of generalship was about outmanoeuvring your opponent, convincing them that you were strong in places where you were weak and, conversely, that you were weak in places where you were strong. It was about luring the opposition into a position of weakness before battle was engaged, so that even if you possessed weaker forces, you could overcome the enemy through guile and cunning. Military writers often make a distinction between strategic decisions and tactical decision-making...
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...------------------------------------------------- 497 Study Guide Module I: Industry & Competitive Analysis “Porter’s Five Forces”: 1. What is strategy (fundamental question in strategic management) a. How to achieve superior financial performance 2. Why industry Analysis? b. Industry analysis helps a firm understand the underlying economic forces that contribute to or detract from its profitability, and subsequently suggests a means for firm to find an optimal position for itself. i. Industry is a group of firms that produce products or services that meet the same needs of customers in a competitive market. ii. Industry Analysis uses economic principles to understand how profit is distributed among participants in a market (including both direct competitors and other parties such as suppliers) 3. Porters Five Forces – are a checklist of things that can affect value capture and creation c. Rivalry Among Existing firms iii. Few firms : Betrand – fight in price Cournot – fight on quantity Collusion – Firms choose price cooperatively iv. Industry concentration: % of total industry sales accounted by the 4 largest firms d. Threat of New Entrants v. Switching cost, capital requirements, access to distribution, product differentiation vi. Puts a cap on profit potential of an industry e. Power of Buyers vii. Price Sensitivity f. Power of Suppliers ...
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...Lit Motors: C-1 Group #1 Executive Summary Today’s consumers seek quicker ways of travel at more affordable prices allowing them to reduce up to 50% off their commute time and giving them more time to spend with their families. The C1 motorcycle was designed for efficient high-speed travel, enabling you to slip through traffic easily. Once you arrive at your destination, you can park in the smallest spaces–even motorcycle-specific parking.Team 1 was selected to research, analyze, and re-position through a unique media plan and creative campaign. This campaign make every effort to not only promote the brand image of the C1 motorcycle, but it also aims to make new potential consumers aware of the brand and what is offered. Campaign Objectives Daniel Kim, an engineer, had the idea to design and manufacture an efficient electric 2-wheeled vehicle, and founded Lit Motors in 2003. By 2012, Lit Motors had designed and engineered prototypes, and also conducted initial customer tests on less than the original investment of $750,000. Lit Motors had polished the plans and had the development worked out along with anoperational prototype, and a list of components essential to build the ‘C-1’. The company had completed their customer tests and consumers reaction to pricing levels to get a better idea about the market place for the idea of this project. Management fixed their goals on raising additional cash of $15M to be closer to the costs of manufacturing the prototypes...
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