...relation to strategy and structure Page 10 * (ii) Post Bureaucratic Cultural Control Page 11 Conclusion Page 12 References Pages 13- 15 Portfolio Pages 13 – 24 Acknowledgement I confirm that the work undertaken for this assignment is entirely my own and that I have not made any use of unauthorized assistance. The sources of all reference materials have been properly acknowledged. I have read and understood the statement regarding academic dishonesty and plagiarism published in the ‘Department of Strategy and Organization Undergraduate Handbook’ on My Place. I hereby confirm that this assignment complies fully with these guidelines. Introduction McDonald’s is...
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...Dawn Bunting Increasing Burger King's Sales Through the Use of More Effective Marketing Strategies Marketing 201W Feedback To: Burger King's Marketing Department From: Dawn Bunting As marketers we know that wherever there is a Burger King restaurant, down the block we see a Mcdonald's restaurant—Burger King's biggest competitor. With the economy in a slump and “eating healthy” as the new trend, Mcdonald's isn't the only competitor. Subways, the “brown paper bag” lunch, 7-Elevens, and even vending machines have taken a large portion of Burger King's potential customers. Therefore, the challenge that Burger King faces is retaining its target market group and luring in other types of consumers, in order to hold its ground, while its competition tries to do the same (DataMonitor, 2010). The most notable problem, among the many that are to be mentioned here, is the current trends with its target market—18 to 34 year-old males. According to Mintel Reports, as of 2007, men, ages 18 to 24, spend 7.3% of their income on “food away from home” and men, ages 25 to 34, spend 6.0%—percentages that seem relatively high when compared to older males (Mintel Reports, 2007). Although the numbers seem pretty favorable, Burger King fails to cater to, and focus, on women. Studies have shown that fast food is one of the four most frequently purchased items by women, ages 18 to 34 (Mintel Reports, 2008). Furthermore, studies have shown that 70% of all women made...
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...Company History: KFC Corporation is the largest fast-food chicken operator, developer, and franchiser in the world. KFC primarily sells chicken pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare. KFC, a wholly owned subsidiary of PepsiCo, Inc. until late 1997, operates over 5,000 units in the United States, approximately 60 percent of which are franchises. Internationally, KFC has more than 3,700 units, of which two-thirds are also franchised. In addition to direct franchising and wholly owned operations, the company participates in joint ventures, and continues investigating alternative venues to gain market share in the increasingly competitive fast-food market. In late 1997 the company expected to become a wholly owned subsidiary of Tricon Global Restaurants, Inc., to be formed from the spinoff of PepsiCo's restaurant holdings. New Management for Kentucky Fried Chicken In 1964 Sanders sold Kentucky Fried Chicken for $2 million and a per-year salary of $40,000 for public appearances; that salary later rose to $200,000. The offer came from an investor group headed by John Y. Brown, Jr. a 29-year-old graduate of the University of Kentucky law school, and Nashville financier John (Jack) Massey. A notable member of the investor...
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...ROBERT F. HARTLEY • Cindy Claycomb 12th Edition T W E L F T H E D I T I O N MARKETING MISTAKES AND SUCCESSES Robert F. Hartley Late of Cleveland State University Cindy Claycomb Wichita State University VICE PRESIDENT & EXECUTIVE PUBLISHER SENIOR EDITOR PROJECT EDITOR EDITORIAL ASSISTANT ASSOCIATE DIRECTOR OF MARKETING MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR PRODUCT DESIGNER SENIOR PRODUCTION MANAGER ASSOCIATE PRODUCTION MANAGER PRODUCTION EDITOR COVER DESIGNER George Hoffman Franny Kelly Brian Baker Jacqueline Hughes Amy Scholz Kelly Simmons Marissa Carroll Harry Nolan Allison Morris Janis Soo Joel Balbin Eugenia Lee Kenji Ngieng This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical...
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...9-808-019 JUNE 6, 2008 NANCY F. KOEHN MARYA BESHAROV KATHERINE MILLER Starbucks Coffee Company in the 21st Century On the morning of March 19, 2008, 6,000 Starbucks shareholders gathered at McCaw Hall in Seattle for the coffee company’s annual meeting. The first in line appeared outside the building’s glass-fronted façade while it was still dark, and before long, the performance hall was packed.1 As the crowd streamed inside, one team of Starbucks employees handed out cups of hot coffee, while another wrote down shareholders’ comments about the company on stacks of white cards.2 From the early morning Seattle skyline to the crew of green-aproned workers, the annual ritual was steeped in Starbucks tradition. But for the iconic coffee company, this had been no ordinary year. Starbucks got its start as a Seattle-based coffee roaster in 1971. At this time, the larger coffee market was dominated by supermarket brands such as Folgers and Maxwell House, and per-capita coffee consumption in the U.S. was on the decline.3 During the next two decades, however, sellers of specialty, high-quality coffee beans began to attract a niche following.4 In 1987, entrepreneur Howard Schultz bought Starbucks with an eye toward introducing European-style coffee culture to the American market. Under Schultz’s aegis, Starbucks spread the gospel of high-quality, customized coffee drinks to urban areas around the country. The enthusiasm of Starbucks customers helped the company grow its revenues...
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...www.it-ebooks.info www.it-ebooks.info E L E V E N T H E D I T I O N MARKETING MISTAKES AND SUCCESSES 3 0 T H A N N I V E R S A RY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson Carissa Doshi Dorothy Sinclair Matt Winslow Amy Scholz Carly DeCandia Alana Filipovich Jeof Vita Arthur Medina Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. All rights reserved. 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, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should...
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...Fast food restaurant manager: Job description A fast food restaurant manager is essentially a commercial business manager, with ultimate responsibility for safeguarding the financial success of a specific outlet and maintaining the reputation of the company. The role has a strong hospitality element, ensuring that the restaurant delivers high-quality food and drink and good customer service. However, it also includes activities common to business managers within any sector, including overseeing marketing, sales, operations, finance and human resources. In some organisations, management is on a relatively large scale, as some restaurants have a turnover of more than £1million and more than 50 staff. Typical work activities The concept of fast food no longer conjures up images of burgers and pizza. Coffee houses, sandwich shops and even sushi bars are now considered to be fast food outlets. The managers of all these establishments, regardless of their end product, face similar responsibilities, including: * operational management: organising stock and equipment, ordering supplies and overseeing building maintenance, cleanliness and security; * financial management: planning and working to budgets, maximising profits and achieving sales targets set by head office, controlling takings in the restaurant, administering payrolls, etc; * people management: recruiting new staff, training and developing existing staff, motivating and encouraging staff to achieve targets...
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...CHAP TER Market Segmenting, Targeting, and Positioning C O M P E T E N C Y O B J E C T I V E S F O R M A S T E R Y 1. Identify the role of market segmentation in developing a marketing strategy. 2. Identify criteria for market segmentation. 3. Identify common types of positioning strategies. 5 Suppose you’ve created a great new offering you hope will become a hot seller. Before you quit your day job to market it, you’ll need to ask yourself, “Who’s going to buy my product?” and “Will there be enough of these people to make it worth my while?” Certain people will be more interested in what you have to offer than others. Not everyone needs homeowners’ insurance, not everyone needs physical therapy services, and not every organization needs to purchase vertical lathes or CT scanners. Among those that do, some will buy a few, and a few will buy many. In other words, in terms of your potential buyers, not all of them are “created equal.” Some customers are more equal than others, however. A number of people might be interested in your product if it’s priced right. Other people might be interested if they simply are aware of the fact that your product exists. Your goal is to figure out who these people and organizations are. To do this you will need to divide them up into different categories. The process of breaking down all consumers into groups of potential buyers with similar characteristics is called market segmentation. The key question you have to ask yourself when segmenting...
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...SIXTH EDITION STRATEGIC MANAGEMENT IN ACTION Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Senior Acquisitions Editor: April Cole Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki Ayana Jones Marketing Assistant: Gianna Sandri Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director: Kenny Beck Text Designer: LCI Design Cover Designer: LCI Design Cover Art: Svetoslav Iliev/Shutterstock.com Permission Specialist: Brooks Hill-Whilton Media Project Manager, Production: Lisa Rinaldi Senior Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management and Composition: Integra Printer/Binder: RRD/Willard Cover Printer: Lehigh-Phoenix Color Text Font: 10/12, Times LT Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2013, 2010, 2008 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights...
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...something self-conscious about Jeff's act, as if he's trying to prove to himself that he's comfortable with his job. Or maybe it's that he's overcompensating for having been a bit slow to tell me about it a few weeks earlier. (''I'm working in retail now,'' he had said cryptically.) Either explanation makes sense. Jeff is not your typical Gap salesman. When his shift ends, we relocate to a nearby bar, and Jeff tells me the story of landing the job. The Gap was gearing up for the Christmas onslaught near the end of last year, and he was summoned for a group interview. ''There were about 20 people in the room,'' Jeff recalls, ''and each one of us had to introduce ourselves and talk about our most recent position. There was a cashier from McDonald's, a woman who had worked at Baby Gap, a ticket collector from Loews, a gift wrapper from Barnes & Noble. Then it came to me. I said I used to be an executive vice president and a director of interactive marketing for Rapp Digital, a digital media company with 300 employees and a P. and L. of $40 million.'' Jeff, who is 50, lost his job at Rapp Digital almost two years ago, making him one of 21,000 computer-industry professionals in New York City to have been let go since the end of 2000. In percentage terms the numbers are even starker. Between December 2000 and January 2003, the industry slashed 41...
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...Introduction “What’s in a name? That which we call a rose by any other word would smell as sweet”, said Shakespeare. What explains McDonald’s, Apple I Pod, Toyota and Harley Davidson, etc., to be among the top 100 brands? Is it their sales revenue? No. Is it their years of existence? No. Is it their global presence? No. If all of these are not indicative of the companies’ entitlement to feature in the global brands’ list, what then explains their inclusion? The answer is Brands. Because these companies are able to create, nurture, and sustain powerful brands and all the above stated inferences are consequences of these untiring efforts. The next question is what’s a brand? A brand is a collection of perception in the minds of the consumers and resides in the minds of the consumers and resides in their minds. It propels them with a very high perceived association value. A brand is not a by product, an ad campaign, a logo, a spokesperson or a slogan. It is a differentiating identity and the most important reason for the employees, investors and customers to associate with the company. It is the firm’s most important asset in the long term. It is also a bond between the customers and the company. A brand assures reliability and quality. Brand owners have a powerful incentive to ensure that each pie is as good as the previous one because that would persuade people to come back for more. Brands are perceptions. The Volvo brand stands for “safety”. The Mercedes Benz brand is associated...
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...PART 2 The Global Marketing Environment CHAPTER 2 The Global Economic Environment Case 2-1 The Global Economic Crisis I n his 1997 book One World, Ready or Not, William Greider described the United States as “the buyer of last resort.” Greider explained that, for many years, the United States was the only nation that was willing to absorb production surpluses exported by companies in Europe, Asia, and Latin America. Greider asked: “Who will buy the surpluses when the United States cannot?” The conventional wisdom has long held that strong spending by consumers in other nations would keep the world economy humming. However, by 2008, Greider’s question was taking on a new urgency and the conventional wisdom was being tested. An economic crisis that had its roots in lax subprime mortgage lending practices began to spread around the globe. In the United States, where the crisis began, economic misery was widespread: The housing market collapsed, real estate values plummeted, credit tightened, and job growth slowed (see Exhibit 2-1). As the price of oil passed the $100 per barrel benchmark, the average price of a gallon of gasoline rose to $4. American consumers were, indeed, less willing and less able to buy. However, the crisis was not confined to the United States alone. Consumer-goods exporters in Asia, which Exhibit 2-1: The bursting of the global real estate bubble was only one aspect of the worst recession in decades. The ripple effects from the economic...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...ESWEB BUSINESS & ECONOMICS MODULE FUNDAMENTALS OF BUSINESS MANAGEMENT Prepared by: Prof.Dr.Gazmend Luboteni UNIVERSITY OF PRISHTINA KOSOVO PRISHTINA, 2006 FUNDAMENTALS OF BUSINESS MANAGEMENT I. BUSINESS AND INVESTMENT A business is one or more individuals selling products or services for profit. Products such as athletic apparel (NIKE, Reebok, Converse), computers (Packard –Bell, Hewlett-Packard, Apple) and clothing (Levis, REI, GAP) are part of our lives. Services like information communication (America Online, CompuServe, and Microsoft), dining (McDonald’s, Burger King, Wendy’s), and car rental (Hertz, Budget, Alamo) make our lives easier. A business can be as small as an in-home child care service or as massive as Wal-Mart. Nearly 1 million new businesses are started in the United States each year, no different than Job Direct in the opening article. Most of these are started by people who want freedom from ordinary jobs, a new challenge in life, or the advantage of extra money. Business Profit A common feature of all businesses is the desire for profit. Profit, also called net income or earnings, is the amount a business earns after subtracting all expenses related to its sales. Sales, also called revenues, are the amounts earned from selling products and services. Expenses are the...
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...St Bartholomew the Great Marketing Plan 1. Rationale Since its founding in 1123, St Bartholomew the Great (SBG) has been a place of worship; providing spiritual guidance, solace and charity to the faithful and those in need. Today, the organisation has 2 primary functions: The teachings of Christianity and the preservation and restoration of the ancient fabric of the Church for the benefit of both the religious and secular. As a not-for-profit (NFP) organisation, income generation is about creating surplus which is directed back into the organisation rather than creating profit for shareholders. All income therefore is directed towards the charitable objectives (as set out on the Charity Commission website) and therefore the Church's activities, no matter how broad, lead back to the two primary functions. It is imperative that these are kept in mind as these are the foundation stones of the culture of the organisation. With the high overheads incurred by such an ancient building, it is important that the organisation can rely on its own enterprise to generate income. Traditionally it might have been able to survive by donations and legacies from wealthy, pious benefactors. However, in an ever-secularised society where recession has seen all charitable organisation battling for funds, this is increasingly unrealistic and the Church must find ways of becoming as financially independent as possible. SBG must expand its activities to attract a wider market segment and...
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