...A Renova é uma empresa multinacional portuguesa que foi fundada em 1939. A sua sede e as fábricas estão situadas em Portugal, sendo que detém unidades comerciais em Espanha, França, Bélgica e Luxemburgo. Desde 1995, ano em que tomou posse o novo CEO, Paulo Pereira da Silva, que a Renova se transformou numa marca de bem-estar e deixou de ser uma marca de papéis descartáveis, como até então. Relativamente aos seus recursos deparámo-nos com recursos humanos, tangíveis e intangíveis. Para a Renova atingir uma estratégia de sucesso, foi necessário ter em conta os seus diversos recursos. Os recursos humanos, que contam com uma estrutura organizacional horizontal e flexível, visando o aumento da comunicação nos níveis estratégicos e táticos, onde gozam de uma equipa com elevado grau académico e multidisciplinar, que fomenta a vantagem competitiva da empresa. Os recursos intangíveis, tal como a sua marca e algumas patentes sobre tipos de papel higiénico como é o caso do papel higiénico preto. Os recursos tangíveis, tais como as suas filiais comerciais em cinco países diferentes. Analisando a utilização dos seus recursos, ou seja as competências, conseguimos perceber como a vantagem competitiva é atingida. As principais competências que transferem vantagem competitiva são a forte capacidade inovadora e uma base a nível de investigação, desenvolvimento e design distinto. Ao longo do tempo investiram em campanhas publicitárias de sucesso para incentivar junto dos seus produtores e consumidores...
Words: 536 - Pages: 3
...examination 2013 “Renova” Purpose & Mission * Definition (What business are we in?) * Renova is a private Portuguese-owned company that manufactures disposable tissues and hygiene products under the brand name “Renova”. * Purpose (What do we want to be in? * They would like to be Europe’s leading brand that loves the customers, care about them and has a culture * Expand new market in Western EU * To promote the well-being brand of both body and mind, while supporting successful relationship not only of a person with oneself, but also with the whole environment. Company/Organisation Analysis SWOT Analysis Strength: (Internal) * Strong domestic brand-awareness. Using its already established brand awareness in people’s minds. * Furthermore strong brand awareness helps Renova to introduce new products or modifications for instance “moist toilet paper” to the market. - Innovative advertisement the company can differentiate itself (Creative, art). Renova is able to conduct its advertisement campaigns and promotions in a very effective and direct way.- Flat company structure (medium-sized family business) build creative - Wide range of product with wide range price (Exhibit 6) | Weakness: (Internal)- Generally high domestic prices- Innovative and broad product-line - High price could be a weakness, because it’s considered important by the customer compared to private label.- Renova has to pay attention...
Words: 3240 - Pages: 13
...Option 5 (full launch of Black TP to the market): Black toilet paper: * Choosing toilet paper is considered to be a boring task, adding color will make the product standout than the competitors. * Provides feeling of being special and exclusivity to the consumer. * Black or colored toiled paper can now be used also outside the bathroom. * Can give ideas for people to use toilet paper to decorate their toilet by adding more color. * Never been used before and will provide a feeling of curiosity to buy and try. SWOT analysis Strengths: * Strong domestic brand awareness * Innovative advertisement techniques to differentiate themselves from competitors * Stand out in market places * Define the name of the company * Trigger consumers curiosity to buy and try * Triggers consumers seek for exclusivity | Weaknesses: * Never been tried before (risky) * Will challenge the research and development team to insure that its environmental friendly and feasible | Opportunities: * Will provide a marketing opportunity to introduce a new product and get the consumer familiar with the company’s name and style. * Increasing the company’s market share compared to competitors who produce regular product. * Increase shelf space and retail orders to have the new product. | Threats: * Idea being stolen by competitors (patent required) * It have to be friendly to the environment, to take away any assumptions that the regular paper is better. | Check...
Words: 330 - Pages: 2
...Renova Toilet Paper: Avant-garde Marketing in a Commoditized Category 06/2010-5685 This case was written by Raquel Seabra de Sousa, INSEAD MBA 2009 and consultant with BCG, under the supervision of Yakov Bart, Assistant Professor of Marketing, Pierre Chandon, Associate Professor of Marketing, and Steven Sweldens, Assistant Professor of Marketing, all at INSEAD. The video material was produced by Shellie Karabell and Julian Boudier from INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2010 INSEAD TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. Las Vegas, New York-New York Hotel and Casino: Paulo Pereira da Silva, the Swiss-trained physicist and CEO of Renova, a privately-owned Portuguese paper company, was attending a performance of Zumanity, the for-adults-only Cirque du Soleil production, together with Luis Saramago, the company’s marketing director. Watching the trapeze artists holding on to black fabric stripes, Paulo Pereira da Silva thought about Renova’s own artsy advertising campaigns showing nude men and stripes of Renova toilet paper. This is how he first came up with the idea of black toilet paper. Black toilet paper? To see how far-fetched the idea is, bear in mind that toilet paper is a highly commoditized category with sluggish growth and little innovation...
Words: 3926 - Pages: 16
...Blog 3: Renova Toilet Paper - Targeting a New Market Segment In response to the growing trend of innovation, companies are starting to take on significant risks to develop a new product that is able to target new market segments. Renova is one of these daring companies to innovate toilet paper, which has always been considered to be a conservative and dull product, by making it colorful and appealing to its consumers for the first time. I am very interested in this topic because it is fascinating to discover companies presenting their innovative products in the market and observe how it affects consumers, especially products that are extremely creative and unthinkable. I was intrigued by how the company became successful in changing the formation and character of toilet paper as ordinary and cheap to a luxury and entertaining product. I would research further into the consumer’s insight on the product and compare the pre-purchase to the post-purchase behaviors. This will answer the question on whether Renova was the first to create a new market segment that no paper industries are able to target. A brief history of Renova is that it is a well-known industry in Portuguese that primarily produces tissues and toilet paper. It is a small industry compared to other leading brands such as Procter & Gamble and Kimberly Clark, but Renova is highly recognized for its unique innovation on its products that differentiate them from its competitors. Renova introduced the first black...
Words: 1010 - Pages: 5
...market saturation Western European Toilet paper market is experiencing polarization – strong growth for premium brands, stagnations for standard and economy brands and rapid growth for private labels. 2003-05 Spain premium brands increased 16% and private labels increased 12% and standard/economy increased by 3% - Growth of private labels in Europe is driven by improvements in the quality of marketing of their products AND growing power of retailers which are consolidated and able to impose relentless pressure on every supplier. Renova in western Europe has less than 1% market share Competitors in tissue industry are $57 Bill Proctor and Gamble – Charmin TP and Bounty Kitchen rolls $16 Bill Kimberly Clark – Kleenex TP and facial tissue, Scott TP and Kitchen rolls, Cottonelle $21 Bill GP paper company – Angel Soft, Lotus, etc $13 Bill SCA (Svenska Cellulosa Aktiebolaget)- Velvet and Tempo Retailers that are competitiors AS WELL AS Renovas SOLE customers – * Carrefours – 64 bill sales in europe * Lidl – 40 bill sales in Europe * Tesco - $37 bill sales in europe * Also medium size European paper producers that could get into Portuguese market – mainly Sofidel - $800 mill in sales and 4th largest tissue company in Europe – owns Nicky and Regina brands – strongest in Italy but rapidly expanding to...
Words: 1590 - Pages: 7
...I. BREVE DESCRIPCIÓN DEL CASO Diversos factores como el boom de la construcción, la creciente demanda de viviendas, la formalización del mercado gracias a la ley Nro. 29080, la gran cantidad de agentes inmobiliarios y el no haber un sistema innovador de trabajo asociativo para estos, hace propicio el terreno para lanzar nuestra Franquicia Peruana Inmobiliaria. Renova no será una empresa inmobiliaria en el sentido tradicional, nuestro modelo de negocios, se basará en el crecimiento constante del número de corredores, porque más personas cierran más negocios. Es por esto que consideramos que será una empresa de servicios para corredores inmobiliarios, bajo este concepto además de nuestros clientes tradicionales como los compradores y propietarios de inmuebles, consideraremos a los agentes inmobiliarios como clientes, de esta manera atraeremos el mejor talento humano. Este modelo de franquicia le ofrece al corredor, un esquema de comisiones, además de poner a su disposición la marca, estructura, plataforma y las herramientas tecnológicas y para que el agente pueda desempeñarse. Renova será un sistema de franquicias inmobiliarias con 3 niveles: 1) Franquicia Personal 2) Franquicia Comercial 3) Franquicia Máster La franquicia personal está dirigida a corredores independientes, o personas naturales que quieran incorporarse al negocio de bienes raíces. Su principal herramienta de trabajo será una página web personalizada, que contendrá la cartera de inmuebles, así cuando la...
Words: 3041 - Pages: 13
...The aim of this study is to research how can an international marketing strategy be simultaneously standardized and adapted to export markets. Moreover, it reveals that this strategy is more appropriate than the contingency approach, considering the case of a firm with very little expression in the global marketplace. A single case-study based on the export venture of Renova Black toilet paper was developed. In addition to the analysis of secondary data, interviews were conducted with 3 Renova managers, 3 trade customers and 10 consumers. Findings suggest that an international marketing strategy simultaneously standardized and adapted to new export markets forms a good fit with the existence of limited resources, light structure and centralized decision making possible due to firms’ reduced size. This study presents important insights for managers of small players in the global marketplace attempting to boost the internationalization process. It also broadens our understanding on the standardization versus adaptation debate using a fresh perspective. Keywords: International Marketing Strategy, Exports, Standardization, Adaptation. 1. Introduction The concept of Blue Ocean Strategy (Kim and Mauborgne, 2005) refers to value innovation as the solution for creating new market space through the simultaneous pursuit of differentiation and low cost strategies. However, a Blue Ocean Strategy implies assuming high risks as the size of the new market demand...
Words: 292 - Pages: 2
...CLEAN'WET Summary Introduction..................................................................................................................3 1. Objective of the study.............................................................................................3 2. Sources of the study................................................................................................3 3. Difficulties of the study...........................................................................................3 I- Analysis of the offer.................... .............................................................................4 A. Product.......................................... ......................................................................4 a) Segmented offer..... .....................................................................................4 1- Dry Paper..... ......................................................................................4 2- Wet paper toilet ..................................................................................5 a. An offer that covers all budgets................................................5 b. Evolution of the offer...............................................................5 c. Seasonality .........................................
Words: 3600 - Pages: 15
...Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118) We can see much that is shared in these definitions – and some contrasts. To start with the last first: some writers (such as Pedler et. al.) appear to approach learning organizations as something that are initiated and developed by senior management – they involve a top-down, managerial imposed, vision (Hughes and Tight 1998: 183). This can be contrasted with more ‘bottom-up’ or democratic approaches such as that hinted at by Watkins and Marsick (1992; 1993). According to Sandra Kerka (1995) most conceptualizations of the learning organizations seem to work on the assumption that ‘learning is valuable, continuous, and most effective when shared and that every experience is an opportunity to learn’ (Kerka 1995). The following characteristics appear in some form in the more popular conceptions. Learning organizations: Provide continuous learning opportunities. Use learning to reach their goals. Link individual performance with organizational performance. Foster inquiry and dialogue, making it safe for people to share openly and take risks. Embrace creative tension as a source of energy and renewal. Are continuously aware of and interact with their environment. (Kerka 1995) As Kerka (1995) goes onto comment, the five disciplines that Peter Senge goes...
Words: 5014 - Pages: 21
...contracts, the establishment of alliances or acquisitions. In their article published in 2010, Capron and Mitchell tried to answer this question: Does a company need to use an internal development or an external development to thrive? What does it imply when it comes to BP? They came to the following conclusion: according to Capron and Mitchell, a company a joint venture (an alliance) should be created only if a company clearly identifies a resource gap. In this case, the company does not necessarily own these resources. The company does not need to have a close relation with the resource provider, nor does it need to come to an agreement about the resources’ value with the provider. Therefore, when it comes to BP, Alfa Group and Access Renova Group, what did urge them into choosing the alliance option? First of all, did BP choose the joint venture option because the company had identified an oil gap? BP’s activity depended directly on the stock of oil and exploited oil and gas fields in UK, in Norway, in Trinidad and Tobago, in the Gulf of Mexico, in Alaska, in Azerbaijan, in Egypt, in Vietnam, in Angola, in Colombia and in Russia. It is one of the largest energy multinational in the world and has operations in over 80 countries. But BP, as well as many other companies worldwide, was hit by the growing demand of oil from China and the Middle East countries. Not to mention that BP had to cope with growing difficulties production-wise and environment-wise because of...
Words: 387 - Pages: 2
...TNK-BP, also known as Tyumenskaya Neftyanaya Kompaniya, Tyumen Oil Company), used to be a one of the biggest vertically integrated Russian oil company, which had its headquarters in Moscow. It was rated Russia’s third largest oil producer, in addition it was amongst the top 10 largest private oil companies in the whole world. However, it was bought by another Russian oil company known as Rosneft, in 2013. History of TNK-BP It was confirmed by DeGolyer and MacNaughton that since 31 December 2009 all of TNK-NP’s proved reserves added up to 11.667 million barrels which is the equivalent to 1.8549×109 m3 oil, applying PRMS criteria. The proved reserves account for a total PRMS reserve replacement of 329%. BP and a group of Russian businessmen, whom were represented by the AAR, announced a strategic partnership which was designed to jointly hold their oil assets and the creation of TNK-BP in Russian and the Ukraine, on 1st September 2003. AAR’s holdings in TNK international, ONAKO, SIDANCO, RUSIA Pretrolum; whom held license for Kovytka and Verkhnechonsk fields), and Rospan field located in West Siberia, were all contributed towards TNK-BP. On the other hand BP’s holdings in SIDANCO, RUSIA Petroleum and its BP Moscow retail network, all contributed towards TNK-BP. BP and AAR reached an agreement to consolidate AAR’s 50% stake in Slavneft and into TNK-BP, in January 2014. ARR and Sibnett (now known as Gazprom Neft) previously joined Slavneft. Slavneft has operations in...
Words: 2516 - Pages: 11
...The year 2011 will go down in global corporate history as the year when one of the world’s largest energy companies, BP, and the Russian state company, Rosneft, unsuccessfully attempted to form a strategic partnership on Arctic development. This failure was caused by the contractual and legal objections of the AAR consortium - BP’s partners in the Russian oil company TNK-BP. In 2003-5, BP and the AAR consortium led by three billionaires with Russian connections - Mikhail Fridman, Len Blavatnik, and Viktor Vekselberg - merged their Russian oil corporate assets - TNK, Sidanko, and Onako and their subsidiaries - under the umbrella of TNK-BP.2 This joint venture was established on a 50/50 basis, the operation of which required mutual joint decision making. The partners also signed a shareholding agreement on TNK- BP’s right of first refusal in relation to potential future oil and gas projects offered to BP or AAR in Russia and Ukraine. This agreement was subsequently used by AAR to stop the BP-Rosneft deal in international courts. Unfortunately, this was not the first time that BP had been unable to change the way it conducted its business in Russia. The first example occurred in 2007-8 when BP was reported to be keen on having Gazprom as a partner instead of AAR. This move would have transformed the TNK-BP joint venture into Gazprom-BP. This did not transpire. Second, in the spring-summer 2008, there was a turbulent ‘misunderstanding’...
Words: 9031 - Pages: 37
...Individual Assignment Changing a behaviour: Diminishing my consumption of plastic shopping bags Course: Consumer Behaviour Professor: Luísa Agante Grader: Margaret Ferraz Student: Rui Frias nr. 890 The behaviour I am changing: Wasting shopping plastic bags Disclaimer: I am trying to be as honest and straightforward as possible while also being entertaining and providing for an interesting read. I hope I have not come off in a wrong way. Before When considering which behaviour I would be changing in order to adopt a more sustainable one, I first decided to take some time and start by examining both my daily life and some of the most common non-environmentally friendly behaviours people may engage in: BEHAVIOUR Not recycling Wasting water Wasting plastic bottles Wasting paper Dropping smoked cigarettes on the street WHAT I DO I recycle paper, plastic, glass and batteries I take showers and close the faucets while I brush my teeth and shave I reuse two bottles which I fill with tap water and take to the University everyday I do not generally print my materials, and when I do, I print on both sides I do not smoke Nothing seemed to come up. But there had to be something! I decided to go do something else while I was thinking. I had been needing to clean my room for some time so I took the opportunity and started doing so. It was then, upon looking at my desk, that something caught my eye and I was drawn to the overwhelming quantity of plastic bags that were on top of...
Words: 3033 - Pages: 13
...HEADMASTER|BEAUTYMASTER SIB50110 Diploma of Beauty Therapy WAXING CASE STUDIES ASSESSMENT TASK Student name: TRAN NGUYEN PHUONG DUNG (TIFFANY TRAN) Student ID: YRSBE44KPS CASE STUDY 1: A client comes into your salon for a waxing service. This client has never had any temporary hair removal treatments before. She is booked for a full leg, bikini and eyebrow wax. After the client has filled out the consultation card you notice that they have indicated that they suffer from eczema. Question 1: How would you prepare your client, your area and yourself according to relevant legislation and workplace policies and procedures? * Provide client with a full waxing consultation. * Since the client suffers eczema, may not process the full leg waxing service. If she has really dry, flatty skin, require her to exfoliate and moisturise for few days until carrying out the waxing. * For eyebrow wax, discuss with client about the desired shape. * Notice client about side effects would occur during and after waxing treatment and useful tips to avoid. Question 2: What safety procedures would you have to ensure that you follow? * Sanitation and the waxing product are very important. * Prior to waxing, the area of skin being waxed should be cleansed with a skin cleanser. * Remove unwanted hair * Wax must not be applied to broken skin or over an area where blood has been drawn. * Check for contra-indications. Test wax temperature on your inner...
Words: 1991 - Pages: 8
