...8098663752 1 Market Share Analysis Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 B Volume Price 124870 126016 125426 198863 575175 127201 125277 126124 125302 503904 74860 77216 75000 3 3 3 4 3 3 3 3 3 3 3 C&P Volume Total Vol 100000 224870 100000 226016 100000 225426 25000 223863 325000 900175 100000 227201 100000 225277 100000 226124 100000 225302 400000 903904 150000 224860 150000 227216 150000 225000 M/share B C&P 55.5% 44.5% 55.8% 44.2% 55.6% 44.4% 88.8% 11.2% 63.9% 36.1% 56.0% 44.0% 55.6% 44.4% 55.8% 44.2% 55.6% 44.4% 55.7% 44.3% 33.3% 66.7% 34.0% 66.0% 33.3% 66.7% market shrinkage 180000 100107 79893 2 Profit Analysis if B alone increase the price Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 Beauregard Volume cost profit Price 124870 3.31 -38709.7 126016 3.31 -39065 125426 3.31 -38882.1 198863 3.102 -20284 -136941 127201 3.31 -39432.3 125277 3.31 -38835.9 126124 3.31 -39098.4 125302 3.31 -38843.6 -156210 74860 3.96 2994.4 77216 3.96 3088.64 75000 3.96 3000 75000 3.96 3000 12083.04 3 3 3 4 3 3 3 3 3 3 3 3 0 C&P Volume cost 100000 100000 100000 25000 100000 100000 100000 100000 150000 150000 150000 150000 0 0 Profit -57400 -57400 -57400 -71525 -243725 -57400 -57400 -57400 -57400 -229600 -20400 -20400 -20400 -20400 -81600 3.574 3.574 3.574 6.861 3.574 3.574 3.574 3.574 3.136 3.136 3.136 3.136 -14125 3 Profit analysis if Both increased...
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...Task 2 A. Simulation Analysis A1. Brand Design Decisions TMC brand shows a very satisfactory rating from the customers above the competitors. They felt that the company brand quality, credibility and superiority were above others. In the world market TMC fell in the top percentile for a satisfactory rating. TMC used an independent, international, product-rating service that performs objective evaluations of new products across a host of businesses and consumer industries. In quarter one The Office computer was design with the base components as well as office software and spreadsheets built in. Multimedia accessories were added; a standard keyboard was added, with a 17’ monitor, this computer also came with a standard network connection, with high performance. The customers wanted an easy to use PC for office workers, as well as a moderate price. The Travelers Zone which was also design in quarter one for people on the road came with the base components, which includes word and a spreadsheet program, multimedia accessory for travelers, internet connections, keyboard with hot keys, and had a slim, rugged, portable design. In quarter two TMC created brands for Traveler and Workhorse because we felt that concentrating on two areas would be the right thing to do. By focusing our attention on Travelers and Workhorse needs in a computer would give us an edge over our competitors. New York and Paris were selected because of their market sizes. In quarter...
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...AIRBUS CASE ANALYSIS The possibility of an investor surviving a competition depends on the ability to overcome internal and external threats, while at the same time developing a strategy that creates aspects of differentiation, driven by economic logic. The airline industry has been a competitive industry, especially over the last half century. The two main competitors: - the Airbus and Boeing have exhibited a long-term rivalry for the market share. While the two have had a different staging of their businesses, the businesses have faced great challenges, both from within and external threats. Boeing had been the market leader until the later years of the century, when airbus, driven by the zeal and zest of becoming the market leader, experienced an accelerated growth and expansion to dominate the industry. Airbus manufacturing was a response to the increasing U.S dominance in the aircraft production industry. The initiative was launched in 1960s by three European nations, mainly Britain, France and West Germany in order to counter the increasing influence of the United States manufactures in the air transport industry. The investment was a joint product of the three nations in terms of financial input and human resources. Soon after the launch, British pulled off due to self-interests, but joined later by injecting a 20% stake in the manufacturing process. The plant was first based in Paris, France and governed under French law, which did not allow making public the financial...
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...out of 28 leading electronics makers. Recent achievements 6. Samsung Electronics’ brand value has steadily increased and in 2011 was ranked 17th, according to Interbrand which annually ranks the Top 100 Brands in the world. In 2012, the brand value was worth USD 23.43 billion, which was a 20% increase from the previous year 7. Visual Display Business a. Top Global Flat Panel TV Marketshare in 2012, capturing 30.56%. b. Top Global Smart TV Marketshare in 2012, capturing 37.22%. c. Amazing feat as they have earned no.1 global market share across all TV categories every year from 2006 through 2012. 8. Printers d. 2nd in Global A4 Laser Printer Market share in 2012 with 16%. 9. Mobile phone e. Top Global Smartphone sales and marketshare in 2012 with 213 million units sold. Market share of 30.4% i. Apple capturing 26% of the market share. f. 16% growth in mobile pc sale revenue, garnering the best industry growth rate in...
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...the mind of the motorcycle consumer? In my view, the word that Honda owns is quality, Hero owns is mileage and the one word Bajaj owns is power, thanks to the Pulsar. If it's Yamaha, that word is style. The one word that TVS owns is cheap (not in a bad sense) but as in the least expensive. If this is true, then it points to a very high state of evolution in the market place where consumers are able to clearly associate brands with positions. Each of the above-mentioned brands has a clear position. This has its pros and cons. The pro is that, for instance, if a consumer wants power, other things being equal, he will come to you. So, the brand becomes safer in that sense. It is relatively insulated. The con of that is people who don't seek power won't be really too interested in you-but I think the advantage is greater than the disadvantage. On Bajaj's position: We got back into the game with the Pulsar. People buy the Discover because it reminds them of the Pulsar. It's like a younger brother of the Pulsar; or a 'domesticated' Pulsar. There is this clear divide in this market place. Hero has a 71% share in the 100cc segment; I find that, after having a satisfying experience with Hero, consumers move up and they come to us. So, people who want bigger and stronger bikes come to us, but they will not buy a 100cc from us. | | | On whether Hero MotoCorp will continue to be number one because most consumers want fuel efficiency: Yes, it will, if mileage continues...
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...SEBI GUIDELINES FOR BONUS ISSUE SEBI is playing a vital role in regulating capital markets. Offer Documents / Prospectus for almost all types of issues are sent to SEBI for their comments. SEBI has framed guidelines for all types of issues including Bonus Issue. In case of Bonus Issue, there is no offer document as there is no involvement of any consideration. No funds are coming into the corpus of the company. Therefore, companies are required to just follow the guidelines issued by SEBI. Companies are not required to take any specific approval from SEBI. Things to remember before considering Bonus Issue Bonus shares cannot be issued if the company has come out with any public / rights issue in the past 12 months. Bonus shares cannot be issued in lieu of Dividend. Bonus shares can be issued only out of free reserves (i.e. reserves not set apart for any specific purpose) built out of the genuine profits or share premium collected in cash only. Bonus shares cannot be issued out of the reserves created by revaluation of fixed assets. If the existing shares are partly paid up, the company cannot issue Bonus Shares. It will be appropriate to first make the shares fully paid up before issuing Bonus Shares. It should be ensured that the company has not defaulted in payment of interest or principal in respect of fixed deposits and interest on existing debentures or principal on redemption thereof and It should be ensured that the company has sufficient reason to believe that...
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...manufacturer or themselves. Customer service was so important for The Home Depot that 90% of their employees were fulltime works with special trainings of technical knowledge to help their customers with home improvement projects, and their advertising program included in-store demonstration of do-it-yourself which helped the Home Depot grow successfully in its early years. 2. How well did the company implement its strategy? Analyze The HomeDepot's financial performance and cash flow during the fiscal year 1985. How well did the company perform in 1985 relative to the previous years? How does The Home Depot's performance compare to that of Hechinger? You may use the analysis in Exhibit 3 in the case as a guide to begin your analysis. Also, make sure that you use data on store productivity in your analysis. The Home Depot implemented its strategy so well that in five years, from 1981 to 1985 its assets grew up by 2149.7% from $16.9 to...
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...SWOT Analysis for Caterpillar Inc. MBA5101 Christi Warthan Columbia Southern University SWOT Analysis for Caterpillar Inc. Introduction: This will be a Strength, Weakness, Opportunities and Threats (SWOT) analysis on Caterpillar Inc. From the inception of the company in 1925 Caterpillar has been a pioneer in the industry and today is a global corporation that is one of the most widely recognized in the world. Strengths: One of the biggest strengths that Caterpillar has going for it is brand name recognition. There are few places on planet Earth that you can go and not find a piece of Caterpillar equipment. That name is also synonymous with quality. Another one is the wide product range it has and services. With a distribution chain that is global, the company is able to produce and supply those quality products to just about anywhere. With nearly $11 billion in sales and revenue last physical year the company is able to achieve a strong line of acquisition too. According to the company website Caterpillar.com, they current holds more than 15,000 active patens and have more than 108,000 full time employees. The strength of any company is its work force and Caterpillar is no exception. They currently employ over 11,000 engineers and over 350 Ph-D level scientist that are working to provided new innovation and technologies. Another benchmark for the company is its efforts to achieve sustainability. “A leader in remanufacturing technologies and processes...
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... 14% Tops Tank5 13% Market Shares by Consumer Segment (%Unit) Brand Firm Explorers Shoppers Professionals Highs Earners Savers MOVE Maestro 8% 5% 24% 27% 0% Roll Root 31% Solo Singular 19% Tops Tank5 15% ♣♣ Part I ♣♣ Brand Market Share analysis ___________________________________________________________________________ For The 3 A’s Analysis of the brand, and the MOVE of Alpha, M team, we need to look at market share of the product, the MOVE, then, we get the following results. (1) Brand awareness 78%, so that we can assume that no more promotion is needed for MOVE. By brand awareness, MOVE is highest. (2) Attractiveness = purchase intentions /awareness = 21% /78%=0.27 Roll =0.55, Solo = 0.2, Tops =0.17 Since its release, ROLL’s attractiveness has been higher than MOVE, therefore, we need to boost attractiveness. Attractiveness can be beefed up via product, pricing and promotion, but our team will not push promotion since it seems fine. (3) Availability: Market Share / awareness =27%/78%=0.35 Roll=0.41, Solo =0.27, Tops 0.19 ROLL’s availability is higher than that of MOVE so our firm needs to enhance availability via placement and production plans. The recommended action plan for MOVE is two-fold. One is to strengthen attractiveness and the second is to increase availability in the market. ♣♣ Part II ♣♣ Segment Attractiveness Analysis For the segment attractiveness analysis, the sonite market is chosen to evaluate segment...
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...B) MBA Student: Waseem Hasan Ismail Submit to: TAGSB Administration 27 February 2013 Table of Contents Introduction 3 The Movie Industry in 2008 (Case A) 4 PESTEL Analysis – External Environmental 4 Porter’s five Analysis 4 Profitability Model for movie theaters 4 Key strategic issues facing movie theaters 4 Strategic actions that exhibitions might consider 4 The Movie Industry in 2008 (Case B) 4 Outlook for the movie industry improved by 2011 4 Strategic actions might exhibitors take in 2011 and beyond to improve their situation 4 References 4 Introduction The movie industry had benefited from the technology development such as the digital camera and digital screens in the sense of suspense and excitement. However, this technology had become a big challenge to the management in the motion picture industry value chain. This technology encourages the moviegoers to experience watching a movie at house with the same picture’s quality resolution and the sound’s effects as the theaters providing for audiences. The management dilemma is at maximizing their revenue and profit which falls into two difficult components; the uncontrollable and unpredicted revenue and limited profit. Because of the ticket price exposed to competition and each chain is serving different geographic market, thus the ticket price can’t be increased more. Also, the revenue streams components are limited and ticket sales revenue is the main contributor in the business of exhibition...
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...Ducati feedback Q1. I wanted you to begin by recognising that this was a turnaround situation, with Ducati in 1996 close to bankruptcy. A new management team led by Minoli changed strategy with clear objectives of aggressive growth within a niche of the sports segment and competing as a focussed differentiator. The logic of the turnaround can be conceptualised as follows (a) Ducati reduced costs without affecting the WTP for the physical product (i.e. the quality and reliability of the product has increased despite reduced costs). Major reductions were in motorcycle material costs (from 68.2% to 59% of unit costs, exhibit 12) and can be attributed to the following factors: (1) rationalised suppliers from 200 to 130 with the effect of increasing the quality of suppliers and Ducati’s bargaining power (2)Ducati increased its outsourcing from 80% to 90% and thus tapped more the potential of the Emilian mechanical district (3) Ducati further increased its bargaining leverage by instituting dual sourcing for the major components of the motorcycle and adopted short-term contracts (4) Ducati enjoyed economies of scale by increasing output from 12000 bikes in 1996 to 39000 in 2000 (5) Ducati increased the standardisation of its products (parts) and thus increased the bikes produced per worker from 76 to 87 in 200 (14% increase) (exhibit 13). (b) Ducati increased costs to boost WTP for the product’s intangible aspects (i.e. sport character, community, design, exclusivity, Italianess...
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...Competitor-oriented Objectives: The Myth of Market Share J. Scott Armstrong, The Wharton School, University of Pennsylvania, Philadelphia, PA 19104 E-mail: armstrong@wharton.upenn.edu Phone 610-622-6480; Fax 215-898-2534 Kesten C. Green, Department of Econometrics and Business Statistics Monash University, VIC 3800, Australia E-mail: kesten@kestencgreen.com Phone +64 4 976 3243; Fax +64 4 473 0643 February 21, 2006 IJB05CmObj27.doc International Journal of Business (forthcoming) Abstract Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, indicated that competitor-oriented objectives reduce profitability. However, we found that this evidence has been ignored by managers. We then describe evidence from 12 new studies, one of which is introduced in this paper. This evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about market shares of competitors. Unfortunately, we expect that many firms will continue to use competitor-oriented objectives to the detriment of their profitability. Key words: competition, market share, objectives, profitability. JEL CLASSIFICATION: L21, M21, M31. 2 Many managers have a natural inclination to want to beat their competitors. Our concern in this paper is the relationship between competitor orientation and performance. We show that competitor-oriented...
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...relatively unknown in the Canadian market but popular in markets of parts of Asia, South Asia and Tropical countries. Situation Analysis Strengths – The soft drinks were made with 30% real juice, which is more appealing to consumers who want natural flavours. The products were healthy and contain real fruit juices. Although the company had a small market share, their sales increased steadily over the years. Weaknesses – They had a narrow line of products with only three flavours, which were relatively unknown in Canada. Although sales increased steadily, they incurred some major costs in to import the fruit concentrates from foreign countries, costs for bottle and its label, labour and admin costs and also to distribute the drinks to local convenience stores and supermarket chains. Opportunities – They have an opportunity to expand its operations to greater cities in Canada that have a larger minority population to attract new consumers. They can also increase market share by expanding operations, thus increasing sales. They will have a competitive edge due to its distinctive name and packaging in the markets. Threats – The costs associated with expanding can limit access to him entering these new markets. They may have issues with competitors who produce more tropical flavours known in Canada. There is also production capacity associated with expanding, where he would need to keep up production for current market as well as other markets that he is trying to get into...
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...| |Strategic Management : Principles and Practise | |Case Study A : RYANAIR | | | | | | | | | 1- You’re invited to use the Value Chain framework so as to explain the extent to which Ryanair has been able to propose low fares to its passengers. In order to develop a competitive advantage - implementing low fares to its passengers - Ryanair offers a series of activities referred to as the Value Chain, as it is shown in the following diagram: |Firm Infrastructure | |Corporate partnerships | |Human Resource Management...
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...Case Analysis Dell Inc. in 2008: Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal Computers? Executive Summary This case analysis contains an evaluation of Michael Dell’s corporation, Dell Inc. The year is 2008 and is a turning point for the IT product and service provider that is in need of a necessary revamp. The curtain state, pluses and minuses of the company, and what problems, options, and what solutions that should be evaluated are highlighted throughout this piece. Environment: -Dell exists in economic conditions that are currently spread out over the map, and that are at a considerable standstill. There are people and organizations that cannot afford to make any significant purchases at this time, and there are people and organization with disposable income that can purchase anything their heart desires. The high-class citizens apparently are becoming richer, and the middle-class and below seem to be getting poorer. It is a tough market currently, and a niche, a product or service that offers something unique to consumers is quite necessary at this time to capture sales. -Stylish, popular social trends such as iPhones, Apple, and being perceived as wealthy is the in at the moment, and consumers want to be it everyday. Looking beautiful, while possessing attractive items is the upmost desire. Companies are trying hard everyday to keep up with the current market, and are constantly trying to create new styles, and trends for each season...
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