...sylabus Course: IP_357 Global Marketing Management System Online (GMSMO) International Business Program University of Economics, Prague October 12 – 15, 2011 Instructor: Dr. Basil J. Janavaras E-Mail: basilj@janavaras.com Web Sites http://www.gmmso3.com , http://www.janavaras.com Introduction This course utilizes web based software named GMMSO (Global Marketing Management System Online, http://www.gmmso3.com ) as the basis of instruction along with targeted lectures on international business strategic planning. GMMSO software is a global marketing/management research and strategic planning tool that will enable you to: • Conduct a company situation analysis in a global context • Identify countries with high market potential for the company’s product/service • Conduct and in-depth market/competitive analysis and select the best country market • Determine the best entry mode strategy and develop the marketing plan To this end, the course requires integration of knowledge from this and other courses and bridges the gap between theory and the real world of business. This module organizes learning around projects that involve students in problem-solving, decision making, and investigative activities. It provides students with the opportunity to work relatively autonomously and in groups culminating in the production of realistic reports that integrate managerial realism into the classroom. Users are provided with helpful tools such as step-by-step...
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...levels of aggregation Louis Hotels Public Company Ltd Louis Hotels Public Company Ltd (LH) mission statement clearly states their strategic objectives as a whole: The vision of Louis plc is to continue to offer the highest possible quality of services to its clients and partners, to maintain its leading position in the Eastern Mediterranean and to become one of the major forces in quality international markets of special interest. The Company is aiming to strengthen and enhance its strategic agreements with international tour operators by offering [hotel] services. (Louis, n.d) The LH vision as quoted above makes up their overall strategic objectives. The Slack and Lewis (p. 172, 2008) performance target aggregation pyramid can be used with the LH example of how performance is measured starting from the basic generic performance measures – here: quality, cost, speed and flexibility. In fact, the LH performance targets are inter-dependent; cost, speed and flexibility all contribute to creating the quality service and image to the customer, thereby creating high customer satisfaction and enabling for agility in a very much unstable and sensitive market. High customer satisfaction and agility enable LH to achieve its market strategic objectives: a “leading position in the Eastern Mediterranean” (Louis, n.d) and ultimately reach its general strategic objectives. To be able to maintain the ‘four star’ status of their hotels, LH need to provide high quality levels in terms of facilities...
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...Dell Strategic Management Assignment/Case Study Solution Dell Strategic Management Assignment/Case Study. It reviews the organizational structure, vision, mission, SWOT, PESTEL Analysis, Strategic Group Map Competition and Product Positioning Map of Dell. This is a sample paper. If you like to order your own paper, please Click Here Introduction This report undergoes a strategic management overview of Dell, one of the leading PC vendors of the world with a unique operations model focusing on built to order and direct to consumer frameworks. The report begins with a comprehensive overview of the company’s operations, its hierarchy, location and principle of logistics. An understanding of the vision, mission and objectives allows for the strategic analysis to be put into context and perspective. Our first strategic analysis tool is the SWOT analysis followed by an internal and external factor analysis. This is accompanied by a TWOS matrix allowing the report to pin point specific strategies which may help the organization cash on its strength and opportunities to offset threats. An overview of the life cycle of the industry is followed by a PEST analysis. Understanding the political factors is critical and along with the location principles explained in the first section – allows us to pin point some strategic direction for the company. Similarly the economic, social and technological factors are discussed for the industry and the implications for Dell on a strategic level. A competitive...
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...Overview TheQuickRead Performance highlights €17,123million 164.6millionhectolitres €2,697million 27.4millionhectolitres Revenue +6.1% Consolidated beer volume +12.8% EBIT (beia) +2.8% Heineken® volume in premium segment +5.4% €1,584million Net profit (beia) +8.8% “ EINEKENhasonceagaindemonstrated H itsabilitytodeliverapositivefinancial performancedespitethechallenging economicenvironment.” Jean-FrançoisvanBoxmeer Chairman of the Executive Board/CEO EBIT (beia) in millions of EUR Consolidated beer volume in millions of hectolitres Net profit (beia) Heineken® volume in premium segment in millions of EUR in millions of hectolitres 2,623 2,697 1,748 1,932 164.6 2,095 2007 2008 2009 2010 2011 1,456 145.9 125.8 125.2 1,584 105.4 1,119 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 24.7 25.9 25.1 26.0 27.4 1,013 1,055 2007 2008 2009 2010 2011 HeinekenN.V.AnnualReport2011 01 Overview | The Quick Read continued Key figures1 Results In millions of EUR Revenue EBIT3 EBIT (beia)3 Net profit Net profit (beia)3 EBITDA3 EBITDA (beia)3 Dividend (proposed)6 Free operating cash flow3 2011 20102 Change in % 17,123 2,455 2,697 1,430 1,584 3,623 3,682 477 2,093 16,133 2,491 2,623 1,447 1,456 3,609 3,584 438 1,993 6.1% (1.4)% 2.8% (1.2)% 8.8% 0.4% 2.7% 8.2% 5.0% 27,127 ...
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...objectives/opportunities. In this paper we will discuss the potential tort risk that arose as a result of Non-Linear Pro leasing unsatisfactory equipment to Quick Takes, and how to effectively apply the 7-Step Enterprise Risk Management process in evaluating the violation that was imposed upon Quick Takes by Non-Linear Pro, when they failed to supply equipment that performed as advertised it to perform. In the Product Liability Video, Non-Linear Pro leased hardware to Quick Takes. The equipment was leased to Quick Takes with the understanding that it would speed up editing time. Quick Takes soon discovered that the equipment did not have enough memory to get the job done, which caused their competent editors to work tirelessly for two weeks with little results. From the video we gather that Non Linear Pro has committed several tort violations in the dealings with Quick Takes such as: 1. Misrepresenting the quality of the product. 2. Express Warranties – Non Linear Pro made the express warranty as to the way a product would perform, guaranteeing the product would in fact perform that way. 3. Breach of Contract – Product did not perform the way it is intended to. 4. Damages: Benefit of the Bargain- Employees were engaged in useless work because they could not finish the product that they were supposed to be producing. 5. Rescission of the Contract – Entitles the Quick Takes to terminate immediately the contract, and to therefore have no liability under the contract...
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...THE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY International Market & Investment Surveyors DeRuiter Consultancy A STEP-BY-STEP APPROACH TO DEVELOPING A BUSINESS STRATEGY FOR INTERNATIONAL GROWTH We at DeRuiter Consultancy have formulated an efficient and cost effective step-by-step approach to developing an international business strategy. Its focus is on penetrating foreign markets and its development process involves structured meetings with the top management of a company. The strategy determines the optimum mix of direct exports, foreign investment, cooperation through outsourcing, licensing, co-production, joint venture, acquisition or merger with regard to selected target markets. This brochure informs you of our approach. DeRuiter Consultancy: The Development of an International Business Strategy 2 IN WHICH DEVELOPMENT PHASE IS YOUR COMPANY ? Few opportunities for exports Active export marketing from home country Limited foreign investment Major dependence on international business Multinational : no distinction between home and export markets WHY GO INTERNATIONAL? Global competition will increase. The European Union, notwithstanding the obstacles will more and more become a single market and notwithstanding cultural differences dominating for a long period. European companies have to strengthen their international activities. US and Japanese firms try to obtain market shares in the European market. Businesses in the former...
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...City college international faculty of university of sheffield 2013 STARBUCKS COFFEE STRATEGIC PLAN MODULE TITLE: Business Strategy Executive Summary The main purpose of the current paper was to develop strategic plan for Starbucks for the future and to analyze the alternative strategic directions compared with the existing strategy. The paper starts with brief description of the company profile and the product line that company successfully offers during their operations history. The second part of the strategic plan analyzes the external environment of the company by analyzing the industry current situation. From the Five forces model we able to move on to ascertain that the industry generally is attractive that lead to a growth of strategy. The external environment analysis identify that company faces a strong competition from competitors from other industries like case of McDonalds and Dunkin Donuts. Also, from the external analysis was identified the success factors of Starbucks that led them to leading position in the industry. The drivers of change are describing the external environment in which the company operates and to which factors company need to pay attention for the future avoidance of challenges. The third section of the assignment analyzes the internal environment of the company there is given high attraction to SWOT analysis in order to understand the company’s opportunities for growth and strengths that could increase the strategy’s success and...
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...Strategic Analysis of Nestlé and its Competitor Kraft Foods Course: International Business Strategy (IB BA) Professor Lewis University of Applied Sciences Dresden Project Members: Katerina Schneiderova Sandra Merkel Nicole Klötzer Carolin Wiese Samuel Weimer Nicole Schröder Date: 11th June 2010 Executive Summary In the following, two companies and their strategic positions within the coffee consumer goods industry will be described. The focus lies on Nestlé and its competitor Kraft Foods. As coffee is one of the most popular products worldwide, this is a very demanding business. It is necessary to provide high quality products, especially when working in the more affluent segments like Nestlé and Kraft Food do. Several political, economic, social, technical, environmental and legal aspects have an impact on the industry branch they are operating in. In addition, there is not only a differentiation in Robusta and Arabica coffee, but also in filter coffee, portioned and non-portioned soluble coffee. To satisfy the diverging needs of all customers, different strategies are applied to gain more market share. In this report it is examined how those companies operate in the specific business context, what they have in common and where they differ. Furthermore, an analysis of the industry attractiveness, of the market segmentation and value chain and an overview of resources and capabilities are part of this paper. After intense research...
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...Guidelines for the Strategic Audit Report Revised Sep 2013 Adapted and revised from: Wheelen and Hunger, (2008). Concepts in Strategic Management and Business Policy, 11th Ed., Pearson Education, Inc. Purpose of the strategic audit assignment Your assignment Selecting a company for the strategic audit An effective report Required format for the strategic audit report Required sections of the strategic audit report Executive Summary Current situation Corporate governance External environment: Opportunities and threats Internal environment: Strengths and weaknesses Analysis of strategic factors (SFAS) Strategic alternatives and recommended strategy (TOWS) Implementation of recommended strategy Conclusions Evaluating mission statements Evaluating the Board of Directors Preparing the tables: EFAS, IFAS, SFAS, and TOWS Common-size statements Analyzing financial statements Analyzing financial ratios Writing guidelines Relaxed APA rules Useful resources Purpose of the strategic audit assignment A strategic audit is usually done to help the firm’s management decide how to proceed, or to support a potential investment or loan. The purpose of a strategic audit is essentially to answer the question, “What condition is this firm in?” Because the audit is focused toward answering this question, there must be a conclusion about what the audit shows. Therefore, while this is mostly an objective, informative report, there is a persuasive twist at the end. 1 The point of this assignment...
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...study is Tim Hortons, a coffee and fresh-baked goods quick-service restaurant, originating from Canada. As of January 2006, (Annual Report 2005, P.1) Tim Hortons operated 2,597, mostly franchised, stores in Canada and 288 in the US. Tim Hortons boasts a 76% market share in the Canadian coffee and fresh-baked goods sector (Shareholder’s Report 2005, P.6) and “based on sales dollars, Tim Hortons is now almost 25% larger than its closest QSR (quick-service restaurant) competitor in Canada.” (Ibid) Since 1995, Tim Hortons has been owned by the American company, Wendy’s International. (Palmar 2005, Harris 2005) Tim Hortons was named ‘Best Managed Brand’ and ‘Most Admired Corporate Culture’ by Canadian Business Magazine (Shareholder’s Report 2005, P.6) and Marketing Magazine named Tim Hortons its 2004 ‘Marketer of the Year’ “for its winning formula of product advertising, unpretentious advertising, smart partnerships and status as a national icon.” (Harris 2005) The approach Tim Hortons has adopted has been “relentlessly patriotic” (Parmar 2005) and their advertisements “try to reinforce what we do in the community, what our core products are and what our core values are.” (Cathy Whelan Molloy, VP of Brand Marketing & Merchandising in Harris 2005) Its marketing strategy focuses on “emphasising its community ties.” (Palmar 2005) Their long-term goals include: • Extend the Tim Hortons brand into new markets (Shareholder’s Report 2005, P.6) • Leveraging system to lower supply costs...
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...conditional verbs, such as “will,” “should,” “could,” “may,” “aims,” “intends,” or “projects.” A forward-looking statement is neither a prediction nor a guarantee of future events or circumstances, and those future events or circumstances may not occur. Investors should not place undue reliance on the forward-looking statements, which speak only as of the date of this Report. These forward-looking statements are all based on currently available operating, financial and competitive information and are subject to various risks and uncertainties. The Company’s actual future results and trends may differ materially depending on a variety of factors, including, but not limited to, the risks and uncertainties discussed below. If any of the risks and uncertainties described in the cautionary factors described below actually occurs, Starbucks business, financial condition and results of operations could be materially and adversely affected. The factors listed below are not exhaustive. Other sections of this 10-K include additional factors that could materially and adversely impact Starbucks business, financial condition and results of operations. Moreover, Starbucks operates in a very competitive and rapidly changing environment. New...
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...The Importance of Benchmarking in Improving Operational Performance Benchmarking is a key tool used in all sectors in the industrial world. It is an accepted standard to which actual performance is compared, evaluated and, if needed, improved. In the current economy there is an increase in competition therefore companies have to always be ahead of their competition by having a high standard of quality maintained, the companies need to be constantly updated with the newest technology, and at the same time have lesser costs than their competition. “Benchmarking helps to improve the company and helps the company with innovate. It is the process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help an organization improve its performance. It is an activity that looks outward to find best practice and high performance and then measures actual business operations against those goals” (Kumar et al., 2006). This definition is the most evolved definition of benchmarking; benchmarking went through four stages of evolution. It is heavily used in the retail industry to help improve the quality of a retail business, which then leads to higher profits. There are three points that need to be covered to have a successful level of benchmarking: the business must focus around its customers and employees and have continuous improvements; the business has to be flexible to change and has to be able to share and accept all ideas...
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...IAG INTERNATIONAL AIRLINES GROUP Corporate finance 2013 ------------------------------------------------- Index 1. Company profile 1. Core activities 2. Competitors 3. External finance 1. Corporate governance 4. Corporate governance 5. Compensation of member of the Board of Directors 6. Investor relation section 2. Stock price data and analysis 7. Daily stock prices 8. Comparison with market and sector indexes 9. Dividends policy 10. Investment magazines reports 11. Five selected new facts 3. Financial information 12. Capital structure 13. Liquidity and solvency analysis 14. Beta coefficient and cost of equity 15. Discounted cash flow analysis and implication of fundings 4. Recommendation ------------------------------------------------- 1. COMPANY PROFILE 1.1 Core activities MISSION: "To be the leading international airlines group in future industry consolidation on a regional and a global scale" International Airlines Group (IAG) is one of the world's largest airline groups: with 377 aircraft and an average of 69 million passengers each year flying to 230 different destinations, IAG is the third- largest based in Europe and the sixth in the world. Formed in January 2011 as a result of the merger between British Airways and Iberia, it is a Spanish registered company whose shares are traded on the London and Spanish Stock...
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...Strategy Report for Yum! Brands Deirdre Chew Karen Bonner Mitchell Amsler April 14, 2010 Yum! Brands Table of Contents Executive Summary ...................................................................................................... 3 Company Overview ....................................................................................................... 4 History ......................................................................................................................... 4 Business Model ........................................................................................................... 5 Competitive Analysis .................................................................................................... 6 Supplier Power ............................................................................................................ 9 Buyer Power ................................................................................................................ 9 Entry and Exit ............................................................................................................ 10 Substitutes and Complements ................................................................................... 11 SWOT ........................................................................................................................... 12 Strengths .............................................................................................................
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...brewers in the world with brewing interests or distribution agreements in over 75 countries across six continents. The group’s brands include premium international beers such as Miller Genuine Draft, Peroni Nastro Azzurro and Pilsner Urquell, as well as an exceptional range of market leading local brands also SABMiller is one of the world’s largest bottlers of Coca-Cola products. (The SAB Miller, 2009) Exhibit below provides a summary scope of SABMiller operation today. (Below figures refer to year ended 31 March 2009) Source: www.sabmiller.com The purpose of this report is to discuss the strategic position of SABMiller in 2009 (SWOT analysis), the SABMiller acquisition strategy in particular the acquisition of Miller in 2002 along with issues rose in acquisition. It will also set out to recommend a strategic development plan for future. The strategic position of SABMiller in 2009 Understanding the strategic position is concerned with identifying the impact on strategy of the external environment, an organisation’s strategic capability (resource and competent) and the expectations and influence of stakeholders. (Johnson & schools & Whittington, 2008) The strategic position that SABMiller has chosen to follow is to continue to protect and further develop its operations, whilst investing for growth in its international beer business, several acquisitions in last few years have given them a wide geographical spread which allows them to capture new growth in developing...
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