...economy. Rubber production face stiff competition from synthetic rubber. The rubber price went down and which was cheaper, had negatively affected the development of Malaysian rubber. The ready supply of this cheaper substitute led to the fall of rubber prices resulting in drastic reductions in incomes of those involved in rubber. Malaysia's foreign exchange and the general economy also suffered. The need to diversify the country's agricultural base was pressing and a crop diversification policy was inevitable to find better economic alternatives to rubber. RISDA in the meanwhile, sought to overcome the deficiencies of rubber smallholdings by organizing clusters to reap the benefits of economies of scale in rubber production. These programs invariably, improved the productivity of these commodities , its share declined to about 65 percent of total agricultural output (Lim, 1973). As a share of total national output, rubber fell from 38 percent to 15 percent. Although the successful diversification strategy consisted of a number of elements, the decision to increase the cultivation of oil palm in the 1960s was a very significant policy change and was a key component of agricultural diversification. Public and private investment in oil palm estates gained momentum from the 1960s. The Federal Land Development Authority (FELDA) spearheaded this effort The two main contributor of agriculture is palm oil and natural rubber . The First Malaysia Plan (1966-1970)...
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...Business Plan Manufacture [Type the document subtitle] Table of contents 1 Executive Summary ................................................................................................................. 3 1.1 1.2 1.3 1.4 2 2.1 2.2 2.3 3 3.1 3.2 3.3 3.4 4 4.1 4.2 4.3 4.4 Company ........................................................................................................................... 3 Product .............................................................................................................................. 3 Market analysis ................................................................................................................. 3 Financial sources and use of funds ................................................................................... 4 Ownership ......................................................................................................................... 5 Company history ............................................................................................................... 5 Location and Industry ....................................................................................................... 5 Description ........................................................................................................................ 7 Features and benefits ........................................................................................................ 7 Competition ..............................
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...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: (A) 2010-10-25 THE FIRST FIVE YEARS Sébastien Kopp and François-Ghislain Morillion (see Exhibit 1), recent business graduates in their twenties, had traveled the planet looking for a cool way to do business.1 In 2005, they settled in Brazil, where they founded Veja,2 the first ethical sneaker company in the world. The Veja sneakers were made from wild latex sourced from the Amazon river area (Amazonia) to mitigate rubber tree deforestation, from Brazilian organic cotton to enhance biodiversity and from vegetable-tanned leather to prevent water pollution. These sneakers not only made consumers look good but also prompted them to take a closer look at bigger issues, such as the use of pesticides, genetically modified crops and fair-trade labor practices. Kopp and Morillion had designed and produced several sneaker collections, had launched brand extensions (e.g. Veja Baby and Veja Kids), had opened offices in...
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...child labor in their factories was broadcast on international television, smearing their name across the globe. (Beder, 2002) In 1998 cofounder and CEO Phil Knight even recognized that the Nike name and product “has become synonymous with slave wages, forced overtime, and arbitrary abuse.”(Levenson, 2008) Since those dark days however, Nike has made a concerted effort to both improve their reputation as an internationally active corporation and improve their production and business practices. One of the ways in which these improvements were manifest was in a new focus on sustainability. Since the „90‟s Nike has been ranked 3rd in Corporate Responsibility Officer‟s Best Corporate Citizen‟s List as well as one of the World‟s Top Sustainable Stocks by Sustainable Business. (Epstein,...
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...Introduction Kossan Rubber Industries Bhd(7513) was established in 1979. With a growing market demand for Kossan's products, we continued to progress rapidly and was one of the first companies in Malaysia to venture into glove manufacturing. Kossan are able to make 16 billion pieces of gloves per annum today. Kossan's stellar performances and strong reputation as a high quality latex OEM glove manufacturer has resulted in a business network that extends to more than 100 countries around the world, including the USA, Canada, Europe, Asia Pacific, Latin America, Middle East and Australia.Kossan continued to grow and extend its line of quality products. The Company operates in four segments, including Technical rubber products, gloves, cleanroom products, and so on. Kossan took a step further to introduce PU products in 1988 and Ethylene Vinyl Acetate (EVA) products in 1994. Soon, moulded products and extruded rubber became the key business for Kossan. In year 2000, Kossan progressing developed high-end rubber products such as bridge bearing pads and bridge expansion joints. These products are created to meet current and possibly, future industrial requirements. In 2002 year, Kossan reengineered the facilities to introduce technical rubber and rubber-to-metal bonded automotive parts for OEM and replacement markets. Analysis of financial statement Ratio analysis is a useful management tools that used to understand the organizational performance over time. The investors can...
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...the company. As Japan's automobile industry grew, The Bridgestone Group expanded its business to become Japan's largest tire manufacturer. The company also actively expanded overseas, particularly in Asia. In 1988, the company acquired The Firestone Tire & Rubber Company, a well respected global corporation with a venerable history of its own in America. This transformed Bridgestone into one of the world's largest tire and rubber companies, and created a global team dedicated to serving customers worldwide with the highest level of quality, service, and technology. Bridgestone Corporation is a flat divisional organization with geographic regions that only one CEO. Bridgestone has 143,124 employees and 16,019 non-consolidated employees; they have a board of directors which the CEO is a representative board member. They have plants in 25 countries worldwide. Bridgestone is dedicated to planning, manufacturing, sale, installation, lease, repair, and maintenance of the equipment and facilities related to tires, tubes for automobiles as well industrial general rubber products. Materials of natural rubber, synthetic rubber, synthetic fiber, synthetic resins, chemicals, ceramics, metals, liquefied gases, and those processed goods, materials for public works, and construction, marine structures, and machines for prevention of environmental pollution. Industrial machines, and equipment, such as machines and facilities for manufacturing rubber, synthetic fiber products and machines...
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...weaknesses both internally and externally, and most importantly identifying the management challenges faced by Michelin. This assignment shall thoroughly address how the challenges can be solved using the principles that were mastered during the study of Strategic Management. To find the strengths of Michelin, one will be looking at what the company is good at and also what they are doing well at. According to the case study ,the weaknesses are what Michelin is poor at and those things they need to improve on for Michelin to be successful and to grow as a company. So therefore their weakness are their major management challenges. By being able to look at the strengths and weaknesses of Michelin both internally and externally one can start to plan for Michelin in the future and to be able to look at what Michelin is going not so well and find steps to sort these problems out, which is what this essay will address. Some of Michelin's internal strength is that at the present they have three lines of production to follow. They produce the Michelin guide, and road maps, although their main line of production is their tyres .So the fact that Michelin is in more than one line of production gives them the competitive edge over their competitors. Michelin is committed to safety and is committed to keeping up with research and development in all their production and products ,because unlike other companies they do have a large research facility and road circuits which they use to test their...
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...Profiting the Crown Chapter 1 – Poor by Nature * Natural rubber: discovered by Europeans in the “New World” * Goodyear’s discovery of mixing rubber with sulphur and applying heat (made it resistant to temperature) * Became widely used in a variety of industries in Western world; at home and in factories (6-7) * Natural rubber trees only grew in warm, wet climates – not ideal for Canada, had to import from many foreign regions (7-8) * Usage of rubber grew within Canada exponentially (8-9) * Rubber manufacturing began after First World War, mainly footwear + clothing (9) * Experienced rapid growth within the industry in first two decades (10) * Consolidated Rubber Company (1906) founded by Max Aitken, combining six leading rubber plants amalgamation (10) * American rubber companies moved into Canada – accounted for 2/3 (11) * Tariffs played vital role in market – limited imports and were aimed to increase national levels or production + promote self sufficiency (11) * Americans built subsidiaries in Canada to avoid tariff (11) * Rubber industry increasingly centralized, foreign-owned + controlled (11) * Canadian rubber industry expanded significantly prior to second world war (12) * Prewar period (WWII) + consumption of cars made rubber industry a necessity (12) * Dunlop invented air + rubber tire (1849) – very successful (13) * Rubber still imported from overseas – created very high expenses (13) * Massive scientific...
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...Marketing Plan for Nokia Mobile Phone. [pic] Introduction: Nokia’s Code of Conduct defines the company’s overall principles and commitment towards legal compliance, ethical conduct, human rights, anti-corruption work and environmental protection. These high expectations extend to Nokia partners, subcontractors and suppliers, whom we encourage to strive beyond merely fulfilling legal compliance. This Policy provides further clarification to the principles of the Code of Conduct and Nokia Human Rights Approach regarding illegal trade of natural resources. This policy has been approved by Nokia Corporate Responsibility Steering Group, chaired by Nokia’s Executive Vice President of Corporate Relations and Responsibility. We are concerned about the link between the illegal extraction and trade of natural resources, and associated human rights violations, conflict and environmental degradation. Currently these issues are acute in the Eastern provinces of Democratic Republic of Congo (DRC) in the extraction and trade of ores of tantalum, tin, tungsten and gold, which flow to world markets through the DRC and adjoining countries. Once refined, these metals are commonly used within electronic products and by many other industries. Nokia does not procure metals directly and only a fraction of the world’s minerals produce originates from the DRC, but we are taking action to increase transparency, ensure responsible procurement by our suppliers and sub-suppliers, and drive positive...
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...Jordan Lewis March 22, 2012 Ms. Sheilds Gentlemen Start Your Hybrids Due to the highly unsustainable nature of auto racing, there will have to be a drastic change by the people running it and the people who love the sport for it to survive. However when you look at the changes that the sport has made and is planning to make there is a lot of hope. There are a few people and teams in the sport that have actually started trying to and make a change. These ways are hopefully going to catch on or in the end, the sport as a whole could be doomed for failure. In a normal NASCAR race weekend it is estimated that about 6000 gallons of gas are consumed and the cars get an average of 2 – 5 Miles per Gallon (MPG). Formula 1, or F1, cars get about the same MPG at 3.1. This number is much more specific since the engines are much more regulated in F1 series. The average fuel consumption for cars and light trucks in the US is 17.1 MPG. So as you can see, to start off, race cars while achieving amazing feats of speed and lap times, fail in the department of sustainability. The shear amount of gas used is interesting in the fact that if the normal passenger car in the US is 17.1 MPG then one weekend of race fuel could power a normal car for 102,600 miles. Now, if we split that up for the number of cars that run in the weekend, which is 43 cars, then 1628.57 miles for your normal passenger car. So that means, that with the amount of gas NASCAR used you could drive from Auburn, AL to...
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...Malaysia in the 1990s: Case Study Analysis Ece Alkan Southern States University Abstract This article offers a case analysis of Malaysia economic growth. Malaysia has lots of natural resources and they started to diversify their export product. Malaysia was very succesful producer and exporter of natural rubber, tin and oil palm. Especially, timber was very important for economy. The Western press had been talking about deforestation and environmental groups were trying to change their forest policies. The prime minister had to consider about new development strategies. Malaysia regulated forests area and forbade timber production. After the riot in the 1969, Malaysia changed the policy and it contributed education, employment and ownership quality. Mahathir’s strategy provided growth whereas, it led to not equal situation among rich and poor people. Globalization affected Malaysia not only positive, but also negative way by increasing trade. Keywords: timber, deforestation, forest MALAYSIA IN THE 1990S: CASE STUDY ANALYSIS In the 1991, Mahattir bin Mohammad, who is the Malaysian prime minister about to address the United Nations General Assembly to meet with American business people who are potential investors for the country. Since Malaysia’s independent day, it had showed an upward trend in economy and politicy. The prime minister wanted to maintain that stability. (Ellet, 2007, p. 235) The Western press had been talking about deforestation especially in the East Malaysian...
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...Executive Summary Currently, Grippy Tyres is looking for a suitable country to expand into. This report recommends Grippy Tyres to expand into Thailand, as Thailand currently is a land of opportunities for foreign investors. Thailand has many basic appeals that will attract other companies, such as a high quantity of natural resources especially rubber, as well as a prime location geographically in between Malaysia and the rest of Asia. Therefore, by expanding into Thailand, Grippy Tyres will be able to take advantage of the natural resources as well as the good location provided. Thailand is currently welcoming foreign investors into the country, along with the benefits such as reduced tax. Furthermore, the economy of Thailand has been growing steadily since 2006, and it has been forecasted that it will continue to grow. Furthermore, the government of Thailand wants an upward flow of foreign investment in order to supply it's mega-projects, and thus, this is the prime time to expand into Thailand. Although there are some difficulties right now in Thailand, such as the political state which involves the Red and Yellow Shirts, the Minister of Foreign Affairs assures other countries that they will do their best to protect the foreign companies when they expand into Thailand. Furthermore, the cultural problems involved when expanding into a different country is slightly reduced due to the fact that Thailand and Malaysia are neighbours, and thus, share some similar culture. ...
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...Group - 1 INTRODUCTION OF PESTEL ANALYSIS For the development of any country many factors plays vital role. The trades as well as all the factors are interrelated. One of the most important factors affecting the expansion of country is PESTEL This analysis provides a holistic view of any country from historical current and future. This analysis on critical, current and future is presented through detail is called SCPT. That means (strengths, challenges, prospects, and threats). Analysis of each segments the PESTLE country analysis provides an in depth analysis of 50 major countries This classification is distinguishes between PESTEL mainly contains following points : Political factors Economic factors Social factors Technological factors Environmental factors Legal factors FEATURES OF PESTEL ANALYSIS OF MALAYSIA Get trend and forecast of real GDP growth rate of Malaysia. Get trend of consumption expenditure in percentage of GDP in Malaysia. Research and development factors of Malaysia. Technological factors of Malaysia. Get trend of growth of population rate in Malaysia. Get trend of unemployment rate in Malaysia. Get trend of savings and consumption as well as investment and expenditure in percentage in GDP of Malaysia. BENEFITS OF PESTEL ANALYSIS IN MALAYSIA Political section on Malaysia provides get the information about the whole political system governors indicators and all key figures in the country. From economic section we get all...
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...Assignment 1: Financial Research Report March 24, 2014 The Goodyear Tire and Rubber Company was founded in 1898 by F. A. Seiberlingin Akron, OH. Goodyear specializes in the design, manufacture and distribution of tires for automotive and industrial applications. They operate 60 plants in 26countries for distribution to 185 countries around the globe ("Goodyear.com", 2013). Revenues are generated through five operating units based on geographic regions North America, Latin America, European Union, Asia Pacific, and Eastern Europe (which includes the Middle East and Africa). From the North American segment, Goodyear had strong performance of $514 million for a full-year’s earnings beating the company’s target of $450 million. Goodyear was able to deliver record earnings despite a nearly half-billion dollar lost $305 million in 2009 ("Goodyear.com", 2013). Goodyear Tire and Rubber Company has gone through great change in the past years, barely skirting bankruptcy as it dealt with recession, labor difficulties and changing demand in the tire market. Avoiding default by mere days, it has rebounded to become a “buy” in most analysts portfolios. Goodyear began its transformation by realizing the growth market for tires was moving away from the commodity-based low margin tires it had featured to higher margin differentiated tires for targeted markets. The strategy requires Goodyear be less leveraged and more equity financed as the risk of selling differentiated tires is greater...
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...MASTERPLAN ACCELERATION AND EXPANSION OF INDONESIA ECONOMIC DEVELOPMENT 2011-2025 R EPUBLIC OF I ND ON ES IA Doc. Wijaya Karya Masterplan for Acceleration and Expansion of Indonesia Economic Development © Copyright Coordinating Ministry For Economic Affairs, Republic of Indonesia Published by Editor Design by : Coordinating Ministry For Economic Affairs : Deputy Minister for Coordinating Infrastructure and Regional Development, Coordinating Ministry For Economic Affairs : IndoPacific Edelman First Published 2011 All Rights Reserved Coordinating Ministry For Economic Affairs, Republic of Indonesia Masterplan for Acceleration and Expansion of Indonesia Economic Development Jakarta: Coordinating Ministry For Economic Affairs, 2011 212 pages; 28 x 30 cm ISBN 978-979-3754-14-7 Masterplan aCCeleratIOn anD eXpansIOn OF InDOnesIa eCOnOMIC DeVelOpMent 2011-2025 Coordinating Ministry For Economic Affairs Republic of Indonesia 6 Masterplan P3EI Abstract Doc. Astra Otoparts Doc. Wijaya Karya Doc. Wijaya Karya Table of Contents Preface from The President of Republic of Indonesia Abstract Historical Breakthrough in the Making of MP3EI 1. The Self-Sufficient, Advanced, Just, and Prosperous Indonesia A. Preface B. Acceleration and Expansion of Indonesia Economic Development C. Indonesia’s Position Within The Regional and Global Dynamics D. Indonesia’s Potential and Challenges E. Acceleration of Economic Transformation - A New Way of Working...
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