...Stick to the Core of Go for More HBS case : Stick to the core or Go for More. Verapat Lapratanakul ( VICTOR) 1. The Advaark’s core competence is creating unforgettable ads from professional, focused, and creative staffs. 2. While Caldwell is the person who is focusing on the way the company is, Rafferty tries to find where Advaark should be in the future. Mostly I think Caldwall is always right in his decision and evaluations because the case mentions when the Advaark wanted to do a new business, an interactive advertising. Caldwall canceled that project and he was right because after that customers had focused on the Internet more that interactive advertising. When Calwell reminded this story to Rafferty. Rafferty did not want to talk about this and want to stop talking about the past so this means Caldwell’s decision was accepted by Rafferty. 3. Two men, Ian Rafferty and George Caldwel, are very crucial at this company. The company that wants to grow up and survives in the business needs both of them. (1) Ian Rafferty is the future of this company. He thinks in term of what customers want and need and tries to provide that service to customers. Moreover, with his tending to attract attention personality it’s good along with all customers and future customers to know more about the company. (2) George Caldwal is an operator who has experiences in term of operational business skills and wants to stay focusing on what the company really is by focusing on...
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...HBR CASE STUDY stick to the Coreor Go for Advaark achieved phenomenal success selling one service very well But now customers are asking for more, creating a strategic dilemma that could tear the company apart by Thomas J.Waite "Cut! spike Sanchez stomped toward the stage, his arms waving the music to a stop. Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez was starting to wonder if taking on this advertising gig was such a great idea. "How many times do I have to tell you to point the logo on the can toward the camera during that move?" up!" He turned abruptly, strode off the stage, and dropped back into his director's chair. "Let's try it again from the top." Maygan pouted at him for a moment and then flipped her long hair, spun around, and went back to her starting position. Sitting next to Sanchez was Ian Rafferty, cofounder and head of creative services for Advaark, a New York-based advertising agency. "Pretty tough to work with, isn't she?" he whispered. On stage was Maygan M, a pop singer "This?" Sanchez waved his hand diswhose star had risen in the months since missively."This is nothing! Try working she'd agreed to do this ad. She was a with some rock 'n' roll dinosaur strung sweet-faced, 18-year-old beauty, dressed out on crank and wanting to make a in a sequined, midriff-baring halter top, comeback!" a skintight leopard microskirt...
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...HBS case : Stick to the core or Go for More. Verapat Lapratanakul ( VICTOR) 1. The Advaark’s core competence is creating unforgettable ads from professional, focused, and creative staffs. 2. While Caldwell is the person who is focusing on the way the company is, Rafferty tries to find where Advaark should be in the future. Mostly I think Caldwall is always right in his decision and evaluations because the case mentions when the Advaark wanted to do a new business, an interactive advertising. Caldwall canceled that project and he was right because after that customers had focused on the Internet more that interactive advertising. When Calwell reminded this story to Rafferty. Rafferty did not want to talk about this and want to stop talking about the past so this means Caldwell’s decision was accepted by Rafferty. 3. Two men, Ian Rafferty and George Caldwel, are very crucial at this company. The company that wants to grow up and survives in the business needs both of them. (1) Ian Rafferty is the future of this company. He thinks in term of what customers want and need and tries to provide that service to customers. Moreover, with his tending to attract attention personality it’s good along with all customers and future customers to know more about the company. (2) George Caldwal is an operator who has experiences in term of operational business skills and wants to stay focusing on what the company really is by focusing on being the best ads agency. ...
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...George Caldwell and Ian Rafferty worked at a giant multinational advertising agency for ten years. After leaving their jobs, they have partnered, found and run Advaark, also an advertising agency, together for seven years. Several high-profile clients that they gained from their own reputation in advertising industry gave them a good start. Over time, they build trust and long-term relationship with their clients thanks to their core competency, the production of unforgettable ads. It is clear that Advaark gains its sustainable competitive advantage thanks to its experienced owners. It would be really risky if the company expands its business to strategy consulting field which neither of its owners has much experienced. However, such initiatives could bring more revenues to the firm and further grow Advaark development if successful. In this partnership, Caldwell takes care of operational activities with his sharp taste of making advertising and his know-how. Meanwhile, Rafferty is the visionary and eager to strive for more. Conservative as Caldwell is, he is reasonable when worrying the currentemployees and current clientsof Advaark. If he agrees to let Rafferty takes the new lead to strategy management, the current employees might find it hard to adapt to a new cultural environment which involves not only advertisement creative skills but strategic management skills. This organizational culture change could deeply hamper Advaark’s labor force. Besides, Advaark could easily...
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...Stick to the Core – or Go for More? Advaark Company was founded by Ian Rafferty and George Caldwell. Global Bev by Mr. Mc Williams Statement of the Problem: Is the Advaark Company will stick to its old-fashioned advertising way or will they follow the suggestions of their customers in building more strategy to survive? SWOT Analysis: Alternative Course of Action: Conclusion: Recommendation: Advaark Strategy: Stick to the Core - or Go for More? Company business and culture : A $550 million New York-based advertising firm with 400 employees. Innovative culture with creative people. Issue : Recently, one of the partners at Advaark advised Globalveb, a multibillion dollar holding company for an assortment of food and beverage, to get into energy drink business. Advice was given based on market research and growth rate of new business. Results: Successful new segment (energy drink) entry. Strategic crossroads: Should Advaark get into a new line of business, strategic consulting and services, or should it stay focused on its current business? Partner 1 Visionary, never content with status quo 1. People need this business 2. Marketing strategy service: $1.3B 3. What if our competitors get into it? 4. Offer one-stop shopping, not just ad 5. Make more by reducing cost of sales for existing clients 6. Business lines are blurring 7. We need to change with times Strategy: Move slowly into the market by developing a service for consumer products ...
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...When incorporating in the USA there is a very important question to think about – where to incorporate. The choice is generally between a home state (state where the business is conducted) and other state (just to register your company). This question arises since there is no such thing as a US corporation per se. In each state rules may differ. So we’re talking about New York Corporation, California Corporation, Nevada Corporation etc. Usually, if you conduct your business in one state, it’s recommended to incorporate in this state state. However, some states like Delaware, Nevada, Wyoming or California are considered to be the best place to incorporate. Main reasons for that are: Flexible Laws in this states. For example Delaware’s General Corporation Law is the most advanced and flexible business formation statute in the United States. Less Litigation. Business-friendly climate Charges Delaware charges $89 to incorporate. A little bit cheaper than California ($100), New York ($125), and a lot cheaper than Texas ($300). Privacy. In order to provide a level of anonymity in this states normally do not require director or officer names to be listed in the formation documents. On the other hand, despite all this positive notes regarding registration, for example, in Delaware there are several drawbacks. One of them is that in many states as well as in New York, even if you incorporate in a foreign state like Delaware, your company may still be subject to registration...
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...The following case offers a great insight into one of the most fundamental strategic questions facing enterprises: Should we expand our business into an un-chartered territory where we do not have the needed resources? Or, what if you dilute the focus on our core competence by appending ancillary business to our firm? Advaark, the company of our study, is a $550 million New York-based advertising firm with 400 employees. Recently one of the partners at Advaark advised Globalveb, a multibillion dollar holding company for an assortment of food and beverage, to get into energy drink business. Advice was given based on market research and growth rate of the new business. In this case we have “strategic cross roads”: Should Advaark gets into a new line of business, strategic consulting and services, or should it stay focused on its current business? But before answering we should stress on Advaark partners where each has his own opinion and skills. Partner 1: Is visionary and never content with status quo. His strategy is to move slowly into the market by developing a service for consumer products since he thinks: people need this business, Advaark need to change with time, Business line are blurring, making more by reducing cost of sale for existing clients and what if its competitors get into it? While Partner 2, has a sharp focus with operational skills. A strategy is to stay focusing in their competence, world class advertising agency, since strategic consulting and services is...
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...COURSE STUDY GUIDE OF MARKETING MANAGEMENT DEPARTMENT OF MARKETING Course Outline for Fall Semester 2014 Course Title :Marketing Management Course Code : Number of Credits :3 Instructor :MehwishZafar Office Hours : Thursday 12:00-2:00 Office : Faculty Room Email : zafar.m@iuk.edu.pk Course Objective In this course, students develop a critical appreciation of the basic concepts and techniques of marketing management and strategy with an emphasis on creating customer value and building customer relationships. The course develops concepts and skills necessary for marketing decision-making and illustrates how various decision-making tools apply to actual business situations. The goal of this course is to develop a disciplined process for addressing marketing issues and problems in a variety of settings, and to give students the tools and background necessary to think through marketing problems. Student Email Criteria - ‘Netiquette’ In business, as with course related correspondence, e-mail is regarded as a professional means of communication. Proper sentence structure, capitalization, and punctuation are required. Proper information must be included within each e-mail: Include the course number in subject line Make sure your name is on any attachment you mail me. I often will print them out, and then I don’t know from whom they came. For all online communication, proper “netiquette” is expected: correct spelling, correct grammar, proper formatting (avoid all caps and overuse...
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...Stick to the Core – or Go for More? Advaark Company was founded by Ian Rafferty and George Caldwell. Global Bev by Mr. Mc Williams Statement of the Problem: Is the Advaark Company will stick to its old-fashioned advertising way or will they follow the suggestions of their customers in building more strategy to survive? SWOT Analysis: Alternative Course of Action: Conclusion: Recommendation: Advaark Strategy: Stick to the Core - or Go for More? Company business and culture : A $550 million New York-based advertising firm with 400 employees. Innovative culture with creative people. Issue : Recently, one of the partners at Advaark advised Globalveb, a multibillion dollar holding company for an assortment of food and beverage, to get into energy drink business. Advice was given based on market research and growth rate of new business. Results: Successful new segment (energy drink) entry. Strategic crossroads: Should Advaark get into a new line of business, strategic consulting and services, or should it stay focused on its current business? Partner 1 Visionary, never content with status quo 1. People need this business 2. Marketing strategy service: $1.3B 3. What if our competitors get into it? 4. Offer one-stop shopping, not just ad 5. Make more by reducing cost of sales for existing clients 6. Business lines are blurring 7. We need to change with times Strategy: Move slowly into the market by developing a service...
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...The Heart of Change Latesha Tillman The Heart of Change Introduction First of all, in the scope of this paper it is essential to refer to the fact that the core motivating factor for the changes, done by people, is the fact that they are provided with a truth, which makes an impact on their feelings. This trend may be considered as especially significant one in terms of the large-scale organizational change, where the individual faces with the set of new changes, e-business, cultural transformation and globalization. It is possible to make a statement that in the age of turbulence, if such reality is handled by an individual in a proper manner, one wins. In order to understand the core reason of success in one organisation and lack of success in another one, it is essential to refer to the flow of large-scale and effective change efforts. In accordance with the classification, offered by Kotter and Cohen's in The Heart of Change, there are eight steps, incorporated into the change. They are the following: 1. Creating the sense of urgency in order to motivate smart people to tell other participants of the process that here is a need to go and to change the things; 2. Pulling together a guiding team, which is powerful enough for guiding a big change. 3. Creating simple, clear and uplifting visions and the setting the strategies. 4. Introducing the vision through heartfelt and simple...
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...The Core Reviewed by: Scott Chitwood Rating: 7 out of 10 <="" span=""> Movie Details: View here Cast: Aaron Eckhart as Dr. Josh Keyes Hilary Swank as Maj. Rebecca 'Beck' Childs Delroy Lindo as Dr. Edward Brazleton Stanley Tucci as Dr. Conrad Zimsky Tchéky Karyo as Sergei Leveque Bruce Greenwood as Col. Robert Iverson Alfre Woodard as Stick DJ Qualls as Rat Richard Jenkins Summary: "The Core" is a fun popcorn flick with a strong cast, bad Hollywood science, and cool special effects. Story: A series of strange occurrences start taking place on Earth. A group of people with pacemakers falls down dead for no apparent reason in Boston. A flock of pigeons fly out of control and terrorize people in London. The space shuttle Endeavour loses its navigational guidance during re-entry and crash lands. Dr. Josh Keyes puts the puzzle pieces together and realizes that they all involve the Earth's electromagnetic field. He further realizes the cause of it - the Earth's core has stopped spinning. What this means is that the sun's radiation could cook the Earth's surface in less than a year. The American government secretly plans to solve the problem by re-starting the Earth's core rotating using strategically place nuclear bombs under the surface. A top-secret team is put together to go on the mission. Dr. Edward Brazleton, a mad scientist, will develop a ship capable of reaching the core. The conniving Dr. Conrad Zimsky will provide scientific guidance...
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...write in cursive and just printed. As a result, the physical act of writing in cursive leads to increased and better comprehension and participation. A few years ago, the College Board found that students who wrote in cursive for the essay portion of the SAT scored slightly higher than those who just printed, which experts believe is because the speed and efficiency writing in cursive allowed the students to focus more on the content of their essays and actually think when they’re writing. Some argue that cursive is no longer relevant because it isn’t included in Common Core State Standards and because most people don’t handwrite that often. But these standards only include those skills that are testable and measurable in the classroom; they don’t address basic...
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...Sh ou ld Adva a rk stick to its core c omp e tenc e ? Four commentators offer expert advice. Reprint R0202AH B R CA S E ST U D Y Stick to the Core—or Go for More? by Thomas J. Waite harvard business review • february 2002 page 1 HBR’s cases, which are fictional, present common managerial dilemmas and offer concrete solutions from experts. COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Advaark achieved phenomenal success selling one service very well. But now customers are asking for more, creating a strategic dilemma that could tear the company apart. “Cut!” Spike Sanchez stomped toward the stage, his arms waving the music to a stop. Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez was starting to wonder if taking on this advertising gig was such a great idea. “How many times do I have to tell you to point the logo on the can toward the camera during that move?” On stage was Maygan M, a pop singer whose star had risen in the months since she’d agreed to do this ad. She was a sweet-faced, 18-year-old beauty, dressed in a sequined, midriff-baring halter top, a skintight leopard microskirt, and platform shoes that had already tripped her up twice. She sheltered her eyes from the lights and glared at Sanchez. “Like I can even see the stupid logo,” she whined. “Maybe you could...
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...SOLUTION: M-CORE Problem Solution: M-Core Theresa R. Van Dyke University of Phoenix Problem Solution: M-Core [Triple click anywhere in this paragraph to begin typing your introduction.] Describe the Situation Issue and Opportunity Identification M-Core cannot expand without first dealing with the nonemployment disputes that have arisen as a result of their expansion project. The three holdout residents are similar in that they are steadfast in their beliefs to stay in their homes, although their reasons why are much different. Not only does M-Core have a responsibility to their parent company, Silatel Corp., they also have significant ties to the community leaders within the New Oxford City Council. A third party constituent, The Nature’s Gift Society, has also pledged funds to come to the aid of the holdout residents if need be. Addressing the conflict and resolving the disputes must be handled in an efficient and timely manner. Concerns over broken friendships, animosity, and lack of trust with the company and the Council are all valid concerns the company and community leaders have. By resolving the issue with the holdout residents first, the conflict or interference from the society should go away. Stakeholder Perspectives/Ethical Dilemmas [Triple click anywhere in this paragraph to begin typing.] Frame the “Right” Problem M-Core, Inc. will...
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...Stick to the Core—or Go for More? “Cut!” Spike Sanchez stomped toward the stage, his arms waving the music to a stop. Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez was starting to wonder if taking on this advertising gig was such a great idea. “How many times do I have to tell you to point the logo on the can toward the camera during that move?” On stage was Maygan M, a pop singer whose star had risen in the months since she’d agreed to do this ad. She was a sweet-faced, 18-year-old beauty, dressed in a sequined, midriff-baring halter top, a skintight leopard microskirt, and platform shoes that had already tripped her up twice. She sheltered her eyes from the lights and glared at Sanchez. “Like I can even see the stupid logo,” she whined. “Maybe you could fix it on a computer or something?” “Or maybe you should just do what I say,” Sanchez shot back. “Then we might have some hope of airing this 30-second spot before your 15 minutes of fame are up!” He turned abruptly, strode off the stage, and dropped back into his director’s chair. “Let’s try it again from the top.” Maygan pouted at him for a moment and then flipped her long hair, spun around, and went back to her starting position. Sitting next to Sanchez was Ian Rafferty, cofounder and head of creative services for Advaark, a New York–based advertising agency. “Pretty tough to work with, isn’t...
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