...1. What are the chief elements of the strategy that Whole Foods Market is pursuing? The chief elements of the strategy that Whole Foods Market is pursing is providing the finest quality of products in the market that is free from preservatives and other genetically engineered products that reduce the quality of being organic. This means that it is has the least amounts of processed prods and are naturally preserved. Whole Foods Market strives to eventually dominate the local market and eventually the international market. They promote the vision of Whole Food, Whole People, Whole Planet. 2. Is the strategy well matched to recent developments and conditions in the natural and organic foods segment of the food retailing industry? Yes, their strategy is definitely well matched as Whole Foods focuses on supplying consumers with the healthiest products available. The products are without pesticides, hormones, and other genetically engineered products that could affect health, community, and agriculture. The quality products at Whole Foods have a flavorful taste and are preferred by the demands of health conscious consumers and the current trends of a healthy lifestyle. 3. Do you think John Mackey has a good strategic vision for Whole Foods? Why or why not? What do you like/dislike about the company’s motto “Whole Foods, Whole People, Whole Planet?” Do the motto and theprinciples underlying it (Exhibit 1) really matter at this company or arethey just nice words and cosmetic...
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...Case #1: Frontier Markets The main strengths of investing into frontier markets are that there are huge opportunities. A lot of these frontier markets have shown substantial growth recently. The nations in Africa, Middle East, Eastern & Central Europe have been growing at 6% annually. This is more than the United States for example. When a nation known for its great markets and business opportunities starts to slow down, investors then need to look outside of the US and that is why these frontier markets are a great opportunity. With proven growth as well as recognizing the amount of natural resources available, these frontier markets will continually be sought out by investors. Add in the low cost of labor and you realize that these places are capable of being great opportunities for businesses around the world. Africa for example is a continent with many countries and if these markets are taken advantage of, investors can expect above average returns. However, frontier markets aren’t all positive. While the strengths of the possibilities of investing in these frontier markets is great, there are still many weaknesses that lie within these nations. Some of the main weaknesses include unstable economies, political systems and social outlooks. These types of things need to be monitored carefully before approaching frontier markets. With plenty of natural resources, the opportunity is there but it could be a roller coaster ride based on what is going on within the country...
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...The North American electric car market is at the ferment stage of development. Google “electric car” and you will get many start-ups with their design and plans to “make” the market. The big auto companies have their planned models and so do numerous venture capital start-ups. They all seem to be about 2-3 years away from launching their products. The problem is battery range and power. With today’s technology, a small, low cost mass produced eCar would have a range of about 80 miles on a charge and a top speed of 60 miles an hour. This is considered not good enough for the market that is used to gasoline cars with top speeds of 100+ and with a range of 300+ miles. The eCar has to get a lot better before it is viable. That is the conventional wisdom. It is wisdom not built on 3D segmentation. It reveals that the eCar makers’ innovation is not matched by their capability to think cleverly about segmenting the market on benefits sought and about how to win the diffusion of innovation race. Cars are used for many different purposes. Is there a profitable usage segment out there that would be happy with the current performance limits of today’s electric car? To think about this let us think about short-distance commuting. People commute downtown and back but public transportation is and will be a serious competitor to urban eCar commuting. People also commute to major suburban business campuses where several thousand employees from the same company work together. The majority are...
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...Case 2-1 BMW Taps the Emerging Chinese Luxury market 1a) Human beings have a tendency to demand more luxury products when their income increases. As the text indicates, income of Chinese people has risen over the last few years so they start to demand more luxury goods. With their higher income also the more traditional collectivist values disappeared. 1b) Chinese people believe that the countries in Northern-Europe are symbols of luxury and with their recent rise in income they are starting to demand the same products that are available in Europe. Another reason is the recent change of position of the Chinese government, they used to have a collectivist point of view but in the last few years they have opened up their markets and became more Western orientated. With opening their markets more European products became available to the Chinese people. It also is a legal requirement for European companies to set up joint ventures with Chinese companies, European companies most likely choose the best rated Chinese companies what gives the Chinese people the idea that their products are of high quality. 5) Every international orientated company customizes their products for different countries and cultures. Every culture has its own preferences and demands for products and it would be smart for companies to adapt to these preferences. As written in the text, Chinese people demand more limo-like features, preferences per region differ and they are more focused on hybrid vehicles...
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...Internationalizing Portfolio National Markets / Performance Mini Case Summary International Portfolio Theory and Diversification Group 5 Kristin Hanselmann, Anna Ivaniuk, Lalita Pongpitakwises, Christian Seemann Fachhochschule Mainz - MA.IB International Finance March 2013 K. Hanselmann, A. Ivaniuk, L. Pongpitakwises, C. Seemann International Portfolio Theory and Diversification 1/35 Introduction Diversification / Risk Internationalizing Portfolio National Markets / Performance Mini Case Summary Introduction Christian Seemann International Portfolio Theory and Diversification 2/35 Introduction Diversification / Risk Internationalizing Portfolio National Markets / Performance Mini Case Summary Agenda Introduction International Diversification and Risk Internationalizing the Domestic Portfolio National Markets and Asset Performance Mini Case Summary 1 2 3 4 5 6 Christian Seemann International Portfolio Theory and Diversification 3/35 Introduction Diversification / Risk Internationalizing Portfolio National Markets / Performance Mini Case Summary Introduction Multinational Business Finance Part 5 - Foreign Investment Decisions Chapter 17 Pages 432 – 451 Christian Seemann International Portfolio Theory and Diversification 4/35 Introduction Diversification / Risk Internationalizing Portfolio National Markets / Performance Mini Case Summary International Diversification...
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...Pages CONTENTS PREFACE xv PART 1 CHAPTER 1 GLOBAL MARKETING ENVIRONMENTS 1 Understanding Global Markets and Marketing 2 markets are becoming global 2 globalization: the world is becoming smaller 3 globalization and global marketing 4 Globalization: Opportunity or Threat? The Global Marketing Approach 6 6 global marketing and global markets 7 the cage distance framework 7 domestic and global marketing compared 8 Geographic or Spatial Distance 10 Psychic/Cultural Distance 12 The EPRG Framework 13 Developing Global Marketing Strategy 14 The Standardization versus Localization–Adaptation School 14 Levitt and the Globalization of Marketing 16 Standardization versus Mass Customization 17 Managing the Firm’s Value Chain 18 Global Value Chain Configuration 19 Integrating the Firm’s Competitive Strategy 20 Global Competition 20 a global marketing management framework Global Marketing Performance 22 Global Vision—The World Is My Oyster CASE 1-1 CASE 1-2 CHAPTER 2 21 23 A Tortuous Road Ahead for Proton of Malaysia 26 Dabur—Developing Values in an Emerging Economy Through Value Chain and Product Line 31 Assessing the Global Marketing Environment—The Global Economy and Technology 36 the global economy 37 Economic Growth and World Trade 37 Who Are the United States’ Major Customers? 38 High Tech Products Lead World Trade 40 Characteristics of High Technology Markets 42 Technology and Global Financial Services...
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...CPET 575 Management of Technology Technological Innovation Case I-1 Elio Engineering, Inc Lecture Note & Summary by Professor Paul I-Hai Lin Pages 13-31 of Text Book: Robert A. Burgelman, Clayton M. Christensen, and Steven C. Wheelwright, Strategic Management of Technology and Innovation, 5th edition, McGrawHill, 2009. Case I-1 Elio Engineering Inc. 1 Outline Origin of Elio Engineering Seat Mechanism Technologies Industry and Regulatory Environment Technological Barriers and Risks Capabilities Requirements for Players in Automotive Seats and Comparative Company Profiles Decision Time Case I-1 Elio Engineering Inc. 2 1 Origin of Elio Engineering Paul Elio Hari Saknkara Technical Capabilities • JCI Benchmarking Department • JCI Structural Design and Analysis Department 1996 -1998 • A patent: revolutionary bike design • Failed venture Technical Capabilities: 1988 – 1997, JCI’s Structural Design & Analysis Department MBA training 1998 Summer Intern at Booz Allen Hamilton, a management consulting firm Feb. 1998 • A new seat design “No Compromise” Feb. 1999 Case I-1 Elio Engineering Inc. 3 Origin of Elio Engineering 1998 First venture meeting: Paul & Hari, at Venice, CA Agenda • ABTS (All-Belts-To-Seat) • Announcement & comments A cost effective new seat design - a special class of ABTS Utilizing new technology Resulting structure: Low cost, Light weight, Strong • Features ...
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...CPET 575 Management of Technology Technological Innovation Case I-1 Elio Engineering, Inc Lecture Note & Summary by Professor Paul I-Hai Lin Pages 13-31 of Text Book: Robert A. Burgelman, Clayton M. Christensen, and Steven C. Wheelwright, Strategic Management of Technology and Innovation, 5th edition, McGrawHill, 2009. Case I-1 Elio Engineering Inc. 1 Outline Origin of Elio Engineering Seat Mechanism Technologies Industry and Regulatory Environment Technological Barriers and Risks Capabilities Requirements for Players in Automotive Seats and Comparative Company Profiles Decision Time Case I-1 Elio Engineering Inc. 2 1 Origin of Elio Engineering Paul Elio Hari Saknkara Technical Capabilities • JCI Benchmarking Department • JCI Structural Design and Analysis Department 1996 -1998 • A patent: revolutionary bike design • Failed venture Technical Capabilities: 1988 – 1997, JCI’s Structural Design & Analysis Department MBA training 1998 Summer Intern at Booz Allen Hamilton, a management consulting firm Feb. 1998 • A new seat design “No Compromise” Feb. 1999 Case I-1 Elio Engineering Inc. 3 Origin of Elio Engineering 1998 First venture meeting: Paul & Hari, at Venice, CA Agenda • ABTS (All-Belts-To-Seat) • Announcement & comments A cost effective new seat design - a special class of ABTS Utilizing new technology Resulting structure: Low cost, Light weight, Strong • Features ...
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...2010 299 DOES STOCK MARKET DEVELOPMENT CAUSE ECONOMIC GROWTH? A TIME SERIES ANALYSIS FOR BANGLADESH ECONOMY MD. SHARIF HOSSAIN (PH. D.)1 - KHND. MD. MOSTAFA KAMAL2 Abstract In this paper the principal purpose has been made to investigate the causal relationship between stock market development and economic growth in Bangladesh. To investigate long-run causal linkages between stock market development and economic growth the Engle-Granger causality and ML tests are applied. In this paper another attempt has been made to investigate the non-stationarity in the series of stock market development and economic growth by using modern econometric techniques. The co-integrated tests are applied to know whether this pair of variables shares the same stochastic trend or not. From our analysis it has been found that the stock market development strongly influences the economic growth in Bangladesh economy, but there is no causation from economic growth to stock market development. Thus unidirectional causality has prevailed between stock market development and economic growth in the Bangladesh economy. Also it has been found that all the variables are integrated of order 1, and both the variables stock market development and economic growth share the same stochastic trend in Bangladesh economy. JEL Code: C010 Key Words: Stock Market Development, Causal Relationship, Non-stationarity, Unit Root Test, Co-integrated Tests 1 Introduction Stock market development plays an important...
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...What is economic? Economic is a study of how people make choices among the alternatives. Since the resources that are available to world are very scarce, it is important to study economic in order to make the best choice that can maximize the total profits. Real life cases are the best examples for studying economic concepts. In this paper, there are three real life cases that illustrate economic concepts base on the Case in Point boxes from the Course Reader. The first case will define the economic concepts: choice, scarcity, and cost. The second case will describe how the stock market puts supply and demand to work. The last case will present the effects can be caused by private and external costs. Case in Point: Chapter 1.1-Defining Economics; Section 1-Scarcity, Choice, and Cost What Is Wrong With The Oil Productions? Why is oil harmful? Petroleum or oil had come to the existence about four thousand years ago. Oil is now one of the required resources for every day's activities. For instance, products like mechanical engines, cars, cooking, tar for roads, etc. needs oil to function. Even though oil has many choices of how it can be produced, it is a scarce resource. As a scarce resource, oil is very limited and cannot be reproduced or recycled. As a result, there are many opportunity costs for producing oil. For instance, one of the opportunity costs for producing oil is a healthy environment. Additionally, money is the most costly opportunity cost for the oil production...
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...function in implementing strategic decisions. We will take the viewpoint of the general manager and the senior marketing executive to address the issues of: ➢ Formulating segmentation and focus strategies ➢ Understanding, attracting and keeping valuable customers ➢ Positioning the business to achieve an advantage over competitors ➢ Identifying and exploiting growth opportunities ➢ Allocating resources across businesses and segments ➢ Managing the channels for gaining access to the served markets, and ➢ Aligning the organization to changing market requirements. The course will use a mix of cases, lecture/discussion, outside speakers, and group projects. This material will be integrated throughout the course with four over-riding themes. First, that successful market strategies deliver superior customer value; second, that successful implementation of these strategies requires a high level of market orientation – a market-driven firm has superior skills in understanding, attracting, and keeping customers; third, that the internet...
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...MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor endowments. More importantly, it opens up new sources of ideas and knowledge to stimulate future innovation. Above all, global markets provide a vast new source of the scarcest of all corporate resources: management talent. On the other hand, these new opportunities present the challenges of managing in more complex, diverse, and uncertain circumstances. Students will learn about...
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...James Floyd 9/17/13 Mk: 4900 Cadbury Beverages, Inc: Crush Brand Case Analysis I will be doing a market analysis for crush by analyzing the company (Part 1), identifying the industry and competition (Part 2), and conclusions and recommendations (Part 3). Part 1: Company Analysis - Important Company Information To Note: - Cadbury Beverage, Inc. is the beverage division of Cadbury Schweppes PLC. (a major soft drink and confectioner marketer) - Sales of $4.6 billion in more than 110 countries - Cadbury Schweepes PLC is one of the world’s first soft drink maker - In 1989, Beverages accounted for 60% of company world wide sales and 53% of operating income. o Confectionery items accounted for 40% of worldwide sales and produced 47% of operating income. - Overall goal for managers on Crush brand: o Rejuvenate the bottling network for the brand, o Develop a base positioning, o Create a new advertising and promotion program. Part 2: Industry Analysis - Cadbury Schweppes 3rd largest soft drink marketer. - Cadbury Schweppes had some key acquisitions of companies. - In 1989, Proctor & Gamble bought Crush for $220 million. - Cadbury Schweppes has a 3.4% market share of the carbonated soft drink market. - 3 leaders o Coca-Cola o PepsiCo o Dr. Pepper/7Up - Americans consumed an estimated $43 billion in retail sales in 1989 - 3 Major participants...
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...of the case (May 2010), H. J. Heinz was experiencing uncertain economic times. Most notably, this uncertainty manifested in discussion about the company’s weighted average cost of capital (WACC). This was an important discussion to have since the cost of capital greatly influenced how the company chose to invest, and stood to influence the company’s corporate strategies and competitiveness in the future. The uncertainty of the times was significantly reflected in the company stock price over the period 2008 to 2010. Over this period, the price fluctuated from $47 at FYE 2008, down to $34 at FYE 2009 and back up to $47 at FYE 2010. Accordingly, Heinz was considering whether or not to adjust their cost of capital to reflect these changes as they occurred. This gives rise to two questions: To what degree should these stock price changes affect cost of capital? How often should the cost of capital be re-estimated? To address these questions, we first estimated Heinz’s WACC at the time under the given market conditions In order to prepare our estimation for the WACC, we first made educated assumptions for the variable inputs of the WACC equation. Our assumptions and source behind each are as follows: Table 1: The assumptions and corresponding source, used in the Heinz WACC estimation Assumption Source Risk Free Rate: 4.5 % Based on the 30-year Treasury Yield as of April 2010 (Exhibit 3 of case) Market Risk Premium: 7.5% Based on long-term estimates (case, page...
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...Days: MW 11:00-12:15 p.m. Instructor: Professor E. Yoon E-mail: eunsang_yoon@uml.edu Office: Pasteur 308 Phone: (978) 934-2814 Office Hours: MW 1:00-3:00 p.m. and also by appointment CATALOG DESCRIPTION This course focuses on the process of new product and service development and marketing. Emphasis is given on market opportunity identification, R&D-marketing interface, business model development, market potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and 5. Launch planning and management guideline COURSE FOCUS New products are vital to all companies...
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