...nearly 40 offices in 26 countries, Interbrand’s combination of rigorous strategy, analytics and world-class design enables it to assist clients in creating and managing brand value effectively across all touchpoints in all market dynamics. Interbrand is widely recognized for its Best Global Brands report, the definitive guide to the world’s most valuable brands, as well as its Best Global Green Brands report which identifies the gap between customer perception and a brand’s performance relative to sustainability. It is also known for having created www.Brandchannel.com, an international online exchange and resource about brand marketing and branding. For more information on Interbrand, visit www.Interbrand.com. For more than 30 years we have been creating retail brand experiences for companies around the world. Interbrand Design Forum’s talent for game-changing innovation spurred us to create a business model that integrates analytics-based strategy into what began as a design and architecture group — the first and only company with such a comprehensive offering. Our broad range of services includes: retail design, brand strategy, shopper sciences, packaging, digital, documentation and rollout. This unique ability to address retail’s growing complexity has led many of the world’s top companies to our doorstep and propelled Interbrand Design Forum to the forefront of the industry. For more information, visit www.InterbrandDesignForum.com. Images on the front cover and throughout...
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...Introduction Foreign Market Entry Modes The decision of how to enter a foreign market can have a significant impact on the results. Expansion into foreign markets can be achieved via the following modes: ▪ Exporting (Direct/ Indirect Exporting) ▪ Licensing/ Franchising ▪ Contract Manufacturing ▪ Management contract ▪ Assembly Operation ▪ Fully Owned Manufacturing Facility ▪ Joint Venture ▪ Mergers & Acquisitions ▪ Strategic Alliance ▪ Third Country Location ▪ Counter Trade ▪ Direct investments Heading : Mahindras Take a Giant Leap with Insurance Arm Deal By : Satish John, Mumbai. Date : 21st Septermber 2012 News Paper : Economic Times Us-based LeapFrog’s purchase of 15% in a key Mahindra & Mahindra Group subsidiary hasgiven the auto to tourism group several fold returns on its original investment and the third such high return investment for its investors in less than a decade. LeapFrog, the world’s largest insurance investor for low-income customers on Thursday said ti would buy a 15% stake in Mahindra Insurance Brokers for Rs. 80.41 Crore. This firm which is subsidiary of the much bigger and better know M&M Financial services was started in 2004 for a measly Rs. 50 Lakh.The LeapFrong purchase values the firm at Rs. 520 crore. LeapFrog specfialises in investing in companies that cater to rural markets.”We feel very proud that we invested Rs. 50 Lakh and today...
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...III. Executive Summary Abercrombie & Fitch is one of the most famous apparel retail industry that have done a wonderful job to stay in the market position despite the changing trends and lifestyles that generations have nowadays. It’s hard to keep intact with fashion trends because once you cannot cope up with the changing lifestyle of your consumers, you can expect to have a decrease in your sales and market share in other countries. The industry offers a lot of new and existing potential competitors especially in the fashion industry; you’re not just competing within the U.S. brands but also with European brands that are getting popular in all over the world. They are also products that can substitute with branded apparel, some teenagers who are experiencing financial problems can just buy an imitation one just for a cheap price and even the quality’s great, no one will notice that it was a fake one. Young generations nowadays are conscious of what they have and what things they don’t have, especially with apparel, because the trend nowadays is when you are wearing that kind of shirt and it is a high class brand, you’re in with the trend and you are considered one of the coolest kids in your school. While the organization culture of A&F is very different from other brands because they are the only company who hires people based on their looks and how they act and not with the skills. They are always saying that they don’t treat them as salespeople; they are the image that...
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...rtYTL CORPORATION BERHAD 92647-H www.ytl.com.my www.ytlcommunity.com YTL CORPORATION BERHAD 92647-H 11th Floor Yeoh Tiong Lay Plaza 55 Jalan Bukit Bintang 55100 Kuala Lumpur Malaysia Tel • 603 2117 0088 603 2142 6633 Fax • 603 2141 2703 the journey continues... YTL CORPORATION BERHAD 92647-H sustainability report 2011 sustainability report 2011 This report is printed on environmentally friendly paper. YTL CORPORATION BERHAD 92647-H Table of Contents 2 10 12 20 38 102 114 116 Managing Director’s Review Corporate Responsibility Promotion Of Arts & Culture 14 Starhill Gallery Arts Festival 15 The Kuala Lumpur Performing Arts Centre (KLPac) 17 Singapore Dance Theatre 17 The Actor’s Studio at the Rooftop, Lot 10 17 A Midsummer Nights Feast at Starhill Gallery 18 Feast Village Junior 18 Hutong – A Gourmet Heritage Village at Lot 10 19 YTL Concerts of Celebration Supporting Education & Community Development 22 Education Initiatives 28 Community Support & Development Initiatives 36 Employee Welfare Protection of the Environment 40 The YTL Group’s Environmental Vision 42 Utilities 61 Cement Manufacturing 65 Express Rail Link 68 Property Development & Sustainable Design 85 Hotels & Resorts 87 Carbon Credit Consultancy Services 88 Biodiversity & Nature Conservation Programmes & Collaborations 102 Earth Hour 2011 105 Ongoing Outreach Through Climate Change Week 106 National Geographic Store, Kuala Lumpur 108 The Copenhagen Communiqué on Climate Change...
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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...Customer Relationship Management VSF This book is dedicated to my children Emma and Lewis of whom I am enormously proud. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2009 Copyright © 2009, Francis Buttle Published by Elsevier Ltd. All rights reserved. The right of Francis Buttle to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax: ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/ permissions, and selecting Obtaining permission to use Elsevier material. Notice No responsibility is assumed by the publisher for any injury and/or damage...
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...23 Things They Don’t Tell You about Capitalism HA-JOON CHANG Department of Economics, Cambridge University 23 Things They Don’t Tell You about Capitalism HA-JOON CHANG ALLEN LANE an imprint of PENGUIN BOOKS Published by the Penguin Group Penguin Books Ltd, 80 Strand, London WC2R 0RL, England Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, USA Penguin Group (Canada), 90 Eglinton Avenue East, Suite 700, Toronto, Ontario, Canada M4P 2Y3 (a division of Pearson Canada Inc.) Penguin Ireland, 25 St Stephen’s Green, Dublin 2, Ireland (a division of Penguin Books Ltd) Penguin Group (Australia), 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty Ltd) Penguin Books India Pvt Ltd, 11 Community Centre, Panchsheel Park, New Dehli – 110 017, India Penguin Group (NZ), 67 Apollo Drive, North Shore 0632, New Zealand (a division of Pearson New Zealand Ltd) Penguin Books (South Africa) (Pty) Ltd, 24 Sturdee Avenue, Rosebank 2196, South Africa Penguin Books Ltd, Registered Offices: 80 Strand, London WC2R 0RL, England www.penguin.com First published 2010 Copyright © Ha-Joon Chang, 2010 The moral right of the author has been asserted All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording...
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...Manager’s Toolkit – PDA-size Summary 1 GOOD COST MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking 9 COST MANAGEMENT AS STRATEGY Deliv ering Value v ia Acquisitions...
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