...provider fees. The website is based in San Francisco, California. Twitter also has servers and offices in San Antonio, Texas; and Boston, Massachusetts. Since its creation in March 2006, and its launch in July 2006, by Jack Dorsey, Twitter has gained popularity worldwide and is estimated to have 190 million users, generating 65 million tweets a day and handling over 800,000 search queries per day.[clarification needed][10] It is sometimes described as the "SMS of the Internet".[11] Tween Brands (NYSE: TWB) operates retail stores that sell clothing to "tweens", girls between the ages of 7 and 14. TWB's stores sell clothing, jewelry, backpacks, purses, and other accessories.[1] The Limited Too was TWB's first chain, with 586 stores open in the U.S. at the end of the first quarter of 2008, and it is aimed at an older, fashion-conscious group that will pay more for clothes than the younger girls that shop at Justice.[2] Justice was launched in 2004, operating 281 stores at the end of Q1 FY08.[3] Tween Brands' sales have nearly doubled between the end of 2003 ($598 million) and 2007 ($1.0 billion) due to the launch and...
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...Self Access Learning Module ICT Literacy for Secondary School Programme Computer Hardware System Unit PUSAT PERKEMBANGAN KURIKULUM KEMENTERIAN PELAJARAN MALAYSIA ICTL For Secondary School - Computer Hardware Module MODULE 3 SYSTEM UNIT Curriculum Development Centre Ministry of Education Malaysia 1 ICTL For Secondary School - Computer Hardware Module 1. Name of Module : System Unit 2. Learning Outcomes: The students should be able to: • • • identify the components of a system unit state the functions of the main components of a system unit state the functions of cpu, ram, rom and expansions slots found on the motherboard 3. Knowledge and Skills: • main components in the computer system 4. Module Summary: • • • At the end of the module, a student is able to : identify main components of system unit and motherboard state the functions of main components of system unit state the functions of CPU, RAM, ROM and expansion slot This module contains 2 activities: Activity 1 : Identify the components of a system unit Activity 2 : Identify the components of a motherboard As you are doing this module, use the computer in the lab to identify the components in the system unit. 2 ICTL For Secondary School - Computer Hardware Module Notes: What is system unit? Box-like case that contains computer’s electronic components Sometimes called the chassis Figure 1 Examples of System Unit 3 ICTL For Secondary School - Computer Hardware Module Activity 1 : Identify the components...
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...been comp.leted the confidence level for final first year numbers is extremely high. Expansion plans are already underway. Owner funding and internally generated cash flow will enable additional stores to open. Sales projections for the next four years are based upon current planned store openings. Site surveys have been completed and prime locations (based on UC and CSU impacted locations) have been targeted for store expansion. This plan will result in sales revenues growing to $25 million by FY2006 and generating net income in excess of $5.6 million. Management has recognized the rapid growth potential made possible by the quick success and fast return-on-investment from the first location. Payback of total invested capital on the first location will be realized in less than 18 months of operation. Cash flow becomes positive from operations immediately and profits are substantial in the first year. 1.1 Objectives The Brew'n Bake has the objective of opening additional stores in Pepperdine University, Gal State Fullerton, UG San Diego, Gal State Polytechnic at Pomona. The management of The Brew'n Bake has demonstrated its concept, execution, marketability, and cQntrols, and feels confident of its ability to successfully replicate the quick ramp-up of the UC Irvine location to additional venues. The following objectives have been established: Have all four stores...
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...Profile the marketing mix of National Bookstore in the Philippines. Product National Bookstore offers a wide range of products from the retail sale and distribution of books to the sale of various school supplies. National Bookstore’s products, specifically the school supplies, are mostly aimed for the students’ and office workers’ consumption and needs. However, the customers of National Bookstore are not limited to just students and office workers. The company also caters to kids through the sale of toys, coloring books, crayons and et cetera. Adults are also customers of National Bookstore since they avail of the various selections of books that National has to offer. Students and other consumers as well know that National Bookstore offers products of good quality and of affordable prices that are of great benefit to the consumers. National Bookstore also offers branded school supplies like Staedler, Stabilo, Cattleya, and et cetera. However, National Bookstore also offers their own product line named Best Buy which is more affordable than other brands. In effect, National Bookstore gives the option to its consumers to choose the products and brands that suit their tastes and that fit in their wallet. National Bookstore products have become a necessity for students and office workers. So much so, that Filipinos equate and refer to bookstores as National, like how photocopying is equated to Xerox and marker to Pentel. Filipinos rely so much on National Bookstore...
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...Brennan Whetstone MKT-452 – Prof. Johnson 2/6/2014 Case Study – TelePizza Recap: TelePizza is the brainchild of Leopoldo Fernandez, a sales whiz from Cuba. The first TelePizza store opened in 1988 and became a rapid success – by 1993 there were 121 stores throughout Spain. The TelePizza brand was successful for many reasons, one of which being the principles by which the company does business. In terms of management, they start with the hiring process – hiring the right people and hiring young, entrusting employees with high degrees of responsibility along with training opportunities and incentives to succeed. Additionally, their standard of high flexibility allows the company to respond to any new information or changing market conditions. In terms of human resources, TelePizza relied heavily on constant analysis of management and frequent movement among positions to keep talent within the organization and problems to a minimum. Regular visits from senior managers and store supervisors helped maintain contact with personnel where managers receive coaching and communication from upper management. This system allowed TelePizza to grow so rapidly without breaking down HR capabilities. Other workforce challenges TelePizza overcame included keeping employees in high-turnover positions. They did this through raising the responsibilities of delivery employees; delivery personnel would leave coupons in the mailboxes of their segment area and be rewarded based on sales...
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...S w 9B11M082 DEVELOPING AN INTERNATIONAL GROWTH STRATEGY AT NEW YORK FRIES Sharda Prashad wrote this case under the supervision of Christopher Williams and W. Glenn Rowe to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2011, Richard Ivey School of Business Foundation Version: 2011-08-18 It was May 2011 at the head office of 122164 Canada Ltd. (the Company) in uptown Toronto. The Company was the parent company of New York Fries (NYF) and South St. Burger Co. (SSBC). The mood at the head office was subdued, disguising the hectic pace that came with being one of the few companies that had managed to escape the recent global economic turmoil. In fact, business at the Company had been on an upward trajectory ever since it was founded in 1983...
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...Springs, California, store and surveyed the sales floor. Ambient lighting was subdued while hidden halogen ceiling lamps artfully spotlighted merchandise and signage. Display cases made from polished exotic woods projected visual warmth and sophistication. A harpist played Mozart crisply in the background. It was just over a week into January 2010, and the store, swept clean of holiday decorations, had bright spring colors on display. Watkins noticed many sales associates engaged with customers, but foot traffic was below expectations for a Saturday afternoon. Her cellphone rang. “Linda, I got your voicemail. Raleigh & Rosse is being sued by its sales associates in a class action lawsuit?” asked Brian Rosse. He could barely contain his anger. Watkins moved to a quiet corner of the sales floor. “Sorry, Brian. R&R was served notice late Friday,” she said. “Looks like it’s a rehash of the ‘working off the clock’ charges that we dealt with last year. Logan [R&R’s general counsel] isn’t too worried about the merits.” “But think about the negative publicity, the damage to our brand and image!” “We’ve already engaged our PR agency to work on communications strategy. This is not great news, Brian, but I’m determined to find a way to manage it. Why don’t we discuss the details and the legal strategy with Logan on Monday,” Watkins said. Rosse calmed down a bit. He asked about last week’s sales numbers.. “Overall, still weak. Miami and Chicago looked good, but most stores are struggling,” explained...
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...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2010, Richard Ivey School of Business Foundation Version: 2012-02-22 By 2009, Starbucks had achieved a global reach of almost 17,000 stores in 56 countries. The company had enjoyed tremendous growth over the previous two decades. Between 2007 and 2009, however, Starbucks’ relentless march had been slowed by three forces: increasingly intense competition, rising coffee bean prices and a global economic recession. To remain profitable, the company started to scale back its overseas operations. In 2010, as the world gradually emerged from the economic downturn and as prospects for growth improved, Starbucks was faced with a critical strategic decision: Should the company resume its international expansion and once again intensify its commitments in overseas markets? If so, what approach should the company take? Had the pace of Starbucks’ internationalization (i.e. the rate of opening new stores...
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...Objective: To analyze the effects of Bed Bath & Beyond’s (BBBY) rapid expansion strategy on the company and to determine if such a strategy is sustainable. Methods: We used data extracted from financial statements and applied sustainability ratios such as the DuPont ratio. Results: Bed Bath & Beyond will greatly benefit from pursuing its expansion policy in both the short and long term. Key Words: Sustained long-term growth, excellent customer service, promote-from-within policy. Table of Contents Executive Summary 3 Business, Operating and Expansion Strategies 3 Consistency in Strategy and Potential Changes 5 Current Performance and Keys to its Current Success 6 Competitors 7 Strouds 7 Lechters 8 JC Penney 8 Linens ‘n Things 8 Competitive Analysis 9 The Bargaining Power of Suppliers 9 Bargaining Power of Buyers 9 The Threat of New Entrants 9 Threat of Substitutes 9 Industry Rivalry 10 ROE and DuPont ratio analysis 10 3-Point DuPont Ratio 10 5-Point DuPont Ratio 10 ROE and growth rate 11 Strategic Considerations and Recommendation 12 References 13 Appendix A 14 Appendix B 14 Appendix C 14 Appendix D 15 Appendix E 15 Appendix F 15 Appendix G 16 Executive Summary Team United is an external independent consulting group hired by the board of directors of Bed Bath & Beyond (BBBY) to review and analyze the company’s business, operating, and expansion strategies. We are analyzing BBBY’s current financial and strategic situations...
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...Summary & Analysis Jextra Stores, a large Asian retailer, based in Hong Kong was planning to enter the Malaysian convenience store sector. Jextra appointed Tom Chong as Malaysia country manager, who has been promoted into an important leadership role within the international chain of Jextra grocery stores. Chong is responsible for the oversight of all operations in Malaysia and has been instructed to pursue a strategy of “aggressive growth” within this potential market. After eight months of employment, Chong begins to encounter an undercurrent of unethical behavior surrounding Jextra and is forced to anticipate what actions if any he will take to address two unjustified situations. Chong’s initial concerns pertain to his meeting with the mayor of a Malaysian town called Klang, which is located near the country’s capital. Klang is not yet zoned for commercial purposes, but otherwise represents a seemingly perfect location for expansion. During a meeting regarding this potential store site, the mayor proposes that Jextra should contribute to a local primary school fund and incur some of the costs associated with road and electricity development near the Klang. Chong is unsure about the legality and logistics of theserequested donations, and he doesn’t know if they are a prerequisite to gaining zoning permission.His suspicions are further aroused when he learns thatthe mayor’s sister is in the school board and major supporters of primary school fund, and that the road development...
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...Walton, founder of Wal-Mart, had a vision for success in the early inception of discount retail stores. Early in his childhood, Sam learned the value of hard work. He helped his family during the depression by delivering newspapers and helping his mom with a small milk business. Despite being poor, he went on to finish high school and graduated with a degree in economics from the University of Missouri. Sam Walton had a dream to own his own retail store. Not only did he make that dream come true but also before his death in 1992, Wal-Mart reached the “Nations Largest Retailer” status with 1700 retail outlets (Johnson, 2001). Sam Walton contributed to our society by introducing the concept of everyday-low-price strategy, created the largest food retailer in the U.S. and changed the approach of food retailing (Springer, 2010). Information about the thinkers’ contributions to society Sam Walton or Mr. Sam to his employees gave customers what they wanted: low prices and a modicum of service, administered by employees who cared because they shared the company’s ideals as well as its profits (Walton, 1992). He had the foresight to concentrate his initial stores in small towns that everybody else was ignoring. Sam began experiencing with buying direct from the manufacturers in order to cut wholesale costs (Walton, 1992). According to Walton (1992), this meant the store could offer lower prices and increase sales volume and profits at the same time. Always thinking...
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...values and beliefs it establishes through its management and employee relations. The company’s marketing efforts are to establish awareness that they are the price leaders in their market. In recent times, the company has focus on becoming involved more in local communities by charity and service. With the general instability of the global economy, corporations like to play it safe; Walmart is an example of a multinational which is making a bold move. Acquiring South African grocery chain Massmart offered Walmart a safe foothold to prepare for the next step, which is continental expansion. South Africa is arguably the most westernized country in Africa. Western companies in general perceive it as easier to do business there than in other African nations. II. SWOT ANALYSIS The SWOT analysis of Walmart shows that the company can have higher long-term success potential through aggressive global expansion, especially in retail markets in developing countries. Strengths: Walmart’s strengths are all related to the size of its business. These strengths enable the company to withstand threats despite its weaknesses. Walmart’s strengths for further global growth are: • Huge and loyal customer base • Global organizational size • Strong employee base • Strong financial position • Low price strategy, special buy and roll back strategy • Power brand in retail industry • Core competencies includes high efficiency of information technology, global supply chain and inventory • Huge...
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...accamanchester@kaplan.co.uk Assignment Strategic Planning SAMPLE COVER SHEET Prepared By Muhammad Asif Anjum asifanumm@yahoo.com Student Number: Module Code:SP Table of Contents Executive summary 3 1. RECENT PAST: Strategies deployed and resulting outcomes- recent Strategic development history. 4 Introduction:- 4 Strategic Development History:- 4 Growth Strategy:- 7 Organic Growth:- 7 External growth (Acquisitions):- 7 Product series Strategy:- 8 Tesco Finest Range:- 8 Tesco Average Range: 8 Tesco Value Range: 8 Store Formats strategy:- 8 2. CURRENT: Current Strategic Situation:- 9 PEST Analysis:- 9 PORTER’s Five Forces:- 11 SWOT ANALYSIS:- 13 3. FUTURE: Strategic Direction for the future:- 16 Strategic 1: Tesco should expand in South East Asian developing country:- 16 Strategic 2: Tesco should alliance with Star Bucks or Caffe Nero:- 17 Strategic 3: Tesco should introduce books section in back to school section:- 17 Strategic 4: Tesco should launch micro Tesco chain in UK:- 17 Conclusion:- 18 References:- 19 Executive summary The main purpose of this work is that to analyse the strategic growth of Tesco plc. After the brief study of Tesco’s history it has been analysed that Tesco works on many different strategies. Regarding to the growth strategy Tesco...
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