...Chapter 11: Designing and Implementing Brand Architecture Strategies DEVELOPING A BRAND ARCHITECTURE STRATEGY Definition: Brand Strategy/Brand Architecture tells marketers which brand name, logos, symbols and so forth to apply to new and existing products. Brand Architecture: It describes both brand breath or boundaries and its depth or complexity The Role of Brand Architecture: * To clarify brand awareness: Improve consumer understanding and communicate similarity and differences between individual products and services. * To improve brand image: Maximize transfer of equity between the brand and individual products and services to improve trial and repeat purchase. 3 Steps of Developing a brand architecture strategy: Step 1: Defining Brand Potential Define the brand potential by considering three important characteristics (1) the brand vision, (2) brand boundaries, (3) brand positioning. Articulating Brand vision: * Brand vision = Management view of brands long-term potential * Influenced by: * how well the firm is able to recognize the current and passive future brand equity. * Many firms have latent brand equity * that is never realized because the firms are unable or unwilling to consider all that the brand could and should become. * A good brand vision has a foot in present and future * Brand vision needs to be aspirational * so has room to grow and improve * Fundamentally brand visions relates...
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...Corporate Inversions The principal tax benefit of an inversion transaction is that a foreign controlled corporate group can create tax avoidance opportunities by sheltering U.S. profits of the U.S. corporate group with deductible payments made to foreign related parties. Moreover, tax benefits are enhanced to the extent that foreign subsidiaries held by the U.S. group (and thereby subject to the U.S. subpart F rules) are restructured or their operations are otherwise transferred to related foreign corporations that are outside the scope of the U.S. subpart F regime because the new foreign parent’s widely held stock places it outside the definition of a controlled foreign corporation. * Many inversions were subject to full taxation at the shareholder level (and sometimes at the corporate level) under prior law. The absence of gain or availability of losses or other income-sheltering tax attributes, however, often mitigated the tax cost in consummated transactions. Notwithstanding the “toll charge” on inversions under prior law, Congress concluded that corporate inversion transactions should be further deterred because of the significant opportunities to strip earnings out of the United States. Congress also believed that similar benefits could be achieved from inversion transactions involving U.S. businesses conducted in partnership form. * . . . [S]ection 7874 operates to effectively disregard the inversion (i.e., in the case where former shareholders own at...
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...ASSIGNMENT CORPORATE STRATEGY - MBL93DU DETAILS Kudzai Lister Pasipanodya 2 Newcastle Road Workington Harare Zimbabwe +263773205843 ASSIGNMENT DETAILS Submitted By | Kudzai Lister Pasipanodya | Student Number | 78043824 | Date Submitted : | 29/05/2015 | Module Code | MBL93D-U | Assignment Number | Assignment 1 | Lecturer Name | Dr F du Toit | PERCENTAGE OBTAINED: __________________________ LECTURER COMMENTS: UNISA GRADUATE SCHOOL OF BUSINESS LEADERSHIP MASTER OF BUSINESS LEADERSHIP CORPORATE STRATEGY ASSIGNMENT AMALGAMATED REGIONAL TRADING (ART) CASE STUDY KUDZAI LISTER PASIPANODYA 78043824 Date: 29 May 2015 TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY…………………………………………………………………….4 1.1. ART Corporation Introduction………………………………………………………4 1.2. ART Corporation Organizational and business structure………………..…..5 2.0 ART’S CORPORATE STRATEGY…………………………………………………………..7 2.1. What is corporate strategy…………………………………………………..………7 2.2. Corporate parenting & corporate strategy…………………………………..…..8 2.2.1. Definition of a corporate parent……………………………………………………8 2.2.2 ART as a Corporate parent………………………………………………………….9 2.2.3 ART’S approach as a corporate parent…………………….……………………12 3.0 ART’S CORPORATE STRATEGY………………………………………………….……..13 3.1. Restructuring…………………………………………………………………………13 3.2. Investment...
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...Philippine Copyright 2015 By the Researchers and the College of Business Administration Polytechnic University of the Philippines All rights reserved. Portions of this manuscript may be reproduced with proper referencing and due acknowledgement of the author. THE IMPACT OF MCDONALD’S CORPORATE SOCIAL RESPONSIBILITY TO “BAHAY BULILIT” BENEFECIARIESIN MAKATI FOR THE YEAR 2014-2015 A Thesis Presented to the Faculty of the College of Business Administration Polytechnic University of the Philippines Sta. Mesa, Manila In Partial Fulfilment of the Requirements for the Course MARK 4113 Thesis Writing (Research II) by Aquino, Ronnie R. Arellano, Leziel A. Awid, Sharmaine Princess M. Chavez, Casmer Culala, Maria Margarita A. Madali, Alyana M. Panaguiton, Felisa L. March 2015 CERTIFICATION This thesis entitled THE IMPACT OF MCDONALD’S CORPORATE SOCIAL RESPONSIBILITY TO “BAHAY BULILIT” IN MAKATI FOR THE YEAR 2014-2015 prepared and submitted byA RONNIE R. AQUINO, LEZIEL A. ARELLANO, SHARMAINE PRINCESS M. AWID, CASMER CHAVEZ, MARIA MARGARITA CULALA, ALYANA M. MADALI, AND FELISA L. PANAGUITON in partial fulfilment of the requirements for the course MARK4113 has been examined and recommended for Oral Examination. Evaluation Committee ESTELITA E. MEDINA Adviser CRESILDA M. BRAGAS, MBA ELENA M. MAÑO, MPA Member Member MELINDA M. DE GUZMAN, DBA Member ...
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...inefficient diversification and overcapacity undertaken by large firms. Among various practices of asset selloffs, spinoff and equity carve out are two major forms of particular research advantage in that both parent firms (i.e. retained or continuing entities) and subsidiaries are publicly listed on stock exchanges and thus their firm-specific information (stock prices, bond prices, financial statements, corporate events, etc.) is observable to researchers. Through asset selloffs, the parent company takes out part or whole of assets in the wholly owned divisions or subsidiaries and sells to third party for cash or distribute the ownership shares to existing shareholders as stock dividend so that the new entity’s operation is separate from the parent’s. In a spinoff, a new corporate is created and its shares are transferred to existing shareholders on a pro rata basis and publicly traded on stock exchanges which may or may not be different from where the parent is listed. In contrast to non-cash-involvement characteristic of a spinoff, an equity carveout is an initial public offering (IPO) of a portion of the parent company to outside investors in exchange for cash. Usually parent firms hold a minority interest in the carved-out subsidiaries. Other than corporate restructuring characteristic as shown in a spinoff, an equity carveout transaction also involves management’s financing decision since cash plays a role in. In general, spinoff and equity carveout are regarded...
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...Case Study: The Dannon Company Student’s Name Institution Affiliation Case Study: The Cannon Company Introduction Dannon Company was among the US subsidiary of Danone, which was one of the largest health-focused companies in the whole world. Its global business centered on fresh dairy such as active yoghurt, medical nutrition, baby nutrition and the bottled water. In 2008, Dannon did manufactured and also marketed the fresh dairy products in US and they became number 2 player in domestic yoghurt market. Dannon’s marketing efforts did focused on the growing US yoghurt consumption and expanding the category, and this was while growing the brands. Dannon has been maintaining some strong commitment to CSR, which was integrated into the overall mission of the company. They have internalized its CSR commitments and programs (Marquis, Et al, 2010). Danone took some holistic approach to social responsibility and this was indicated by the mission statement. The social values were embedded deeply in the company’s culture and also the business. Antoine Roboud, who was the CEO, communicated the vision of Danone double commitment to the economic performance and social responsibility in 1972. According to the senior leadership, the social responsibility was the basis to the purpose of Danone as the economic performance. This was the double project and it stipulated some equal respect for the social influence and the financial results of the business decisions...
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...Business Lessons from the Success & Failure Stories of Corporate Parenting | | Executive Summary The need and effectiveness of corporate parenting has been the center of numerous strategic decisions discussions for a multi-business organization for a long time now. The existence of a corporate parent, the management level which is directly not a part of consumer-facing and profit-making business units, carries a cost to the entire business. These costs that include corporate overheads due to mismatch in synergies among the SBUs, delays in decision processes etc., do not get strike out by any direct revenue streams of the business. Therefore, it becomes a necessity for a corporate parent to justify its existence as it looks to find reasoning to whether and how it adds value to the overall business and SBUs alike. Corporate parent gives opportunity to develop lateral synergies across interrelated business units but of late these lateral relationships between businesses are often net negative rather than positive. It is also argued that most of these lateral synergies are present between independent businesses like GE. Values creations, Diversity, Leveraging resources across SBUs – Resource Stretching, are the strategic propositions that corporate parent boasts of bringing in to the overall organization. However, like in the case of Sears, Burns Philp, and most of the multi-business, there lie implicit and pervasive tendencies that contribute to unavoidable drag to the...
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...This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: Taxing Multinational Corporations Volume Author/Editor: Martin Feldstein, James R. Hines Jr., R. Glenn Hubbard, Eds. Volume Publisher: University of Chicago Press Volume ISBN: 0-226-24094-0 Volume URL: http://www.nber.org/books/feld95-1 Conference Date: April 19, 1994 Publication Date: January 1995 Chapter Title: Corporate Taxes and the Cost of Capital for U.S. Multinationals Chapter Author: Joosung Jun, James R. Hines Jr., R. Glenn Hubbard Chapter URL: http://www.nber.org/chapters/c7724 Chapter pages in book: (p. 21 - 28) 3 Corporate Taxes and the Cost of Capital for U.S. Multinationals Joosung Jun 3.1 Introduction Tax rules affect the ability of U.S. firms to compete in foreign markets with local and other foreign firms. The primary channel through which taxes exert this influence is by changing the cost of capital. The competitive ability of firms that face different costs of capital depends on how capital intensive they are and how sensitive the demand for their product is to the price. This paper does not attempt to look at specific products, but does estimate how tax rules alter the cost of capital for U.S. firms and competing firms in a variety of foreign markets. Past comparative studies of the cost of capital have been mostly concerned with domestic investment between countries. A typical finding of these studies is that, during the past decade...
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... Jibina Junaid Najeeb Sayeedi Nizam Badar TABLE OF CONTENTS S.NO | TOPICS | PAGE NO. | I. | Background of the company | 5 | II. | Problems | 6 - 7 | III. | Analysis of the problem * Reason for Patjens Disappointment * Problems of the Japanese Group | 8-9 | IV. | Solution | 10 | V. | Recommendations | 11 | VI. | Reference | 12 | ------------------------------------------------- Executive Summary Scott Patjens was an international training manager for True Boards, Inc. a worldwide producer and distributor of silicon chips and assembled printed circuit boards. Patjens had gone for a corporate meeting with Toyo True (its Japanese subsidiary) with an agenda of reassessing relationship and to handle the new structure. After having a meeting with Merton Robinson, a western marketing executive who lived in Japan for years, he came to know why this meeting had mixed results as many environmental conditions had affected the smooth relationship between them, some of them are: Unaware of Japanese business practices and cultural patterns. True Boards not included two directors of Toyo True, and there was no communication or sharing of information between US and Japan. Some other factors are Lacey, the sponsor and translator had communication problem, misunderstanding and cultural differences. Patjens had improper presentation; there...
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...THE DOCTRINE OF PIERCING THE CORPORATE VEIL: ITS LEGAL AND JUDICIAL RECOGNITION IN ETHIOPIA Endalew Lijalem Enyew ♣ Abstract: Upon acquisition of legal personality a company enjoys certain attributes such as limited liability. While the separate legal personality of a company enables it to enjoy rights and assume obligations quite different from its members, the limited liability of shareholders refers to the fact that the company alone is liable for its debts. However, such privilege of limited liability may not always exist when the legal personality of a company is abused and used for illegitimate or unlawful purposes and other reasons. This article examines some of the grounds by which the corporate veil can be pierced under Ethiopian law and the role of courts in recognizing the doctrine. Based on the analysis of the relevant legislative provisions and some court cases, it is found that Ethiopian company law, though not sufficient, provides some clear grounds of piercing the corporate veil and certain possible grounds which may call for the application of the doctrine. It is also argued that Ethiopian courts should apply the doctrine of piercing the corporate veil, through the purposive interpretation of the statutory provisions, if doing so produces equitable results and fairness. Key Words: Company, corporate veil, piercing the veil, Ethiopia DOI http://dx.doi.org/10.4314/mlr.v6i1.3 _____________ Introduction The separate legal personality of a company renders...
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...---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Sunrise:0635 PLAN OF THE DAY Sunset: 1936 The Plan of the Day (POD) is an official document of Commonwealth ChalleNGe. Its contents reflect current guidance and orders from the Director and official organization announcements. All Commonwealth ChalleNGe staff is responsible for reading and understanding the information contained herein. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Saturday – 31 August 2013 Corporate Landing events are shaded gray FIRST PASS BRIEFING ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Capt E. M. Chicoine, USN (Retired) DIRECTOR ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Uniform of the Day: Cadre/Military Staff: BDU’s, ACU’s, NWU’s, MARPAT, Working Khaki Support Staff: Business casual (as per Policy) Cadets: 1st, 3rd, 5th Blue PT Shirts; 2nd, 4th Light Blue PT Shirts BDU’s w/o Knowledge Packs for Pass Dining...
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...the portfolio c) How do you ensure companies you acquire fit into your Heartland' in the Goold, Campbell, Alexander Parenting- Fix matrix? Specifically outline how you intend to add value to the acquisition you make. (A) Conglomerates face the challenges involved in managing multiple activities in multiple markets. One such challenge involves determining the best corporate style to manage these units in order to add value, and potentially more value than other parents could add and prevent these businesses being handicapped by the centre. Essentially, putting one's eggs in different baskets" may reduce the risk in the overall portfolio but requires that the firms management possess the strong capabilities necessary to successfully execute this strategy. This in mind, the Goold and Campbell style that I would adopt is the strategic control style based on . Because the company has many unrelated businesses, in many industries and in many geographic regions, it is quite unlikely that corporate centre management would be adept at the capabilities required to manage these businesses. Most corporate managers have experience in only one industry (or a few) and none realistically can be an expert in the wide variety of unrelated industries represented in a conglomerate. The business units' management is close to the markets in the different regions, familiar with the different cultures that exists in those markets, and is more likely to have intimate specialist knowledge...
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...Ltd , the fundamental attribute of separate legal entity is that the company is regarded as a legal person distinct from any and all of the individuals involved in the company by incorporation of a projected or existing enterprise. Under s15(1) of the Companies Act 2006, companies which are registered become incorporated and separate legal persons on registration. As a consequence of the existence of a distinct legal entity, a company has the capacity to be a party to a contract, sue or being sued, commit a crime, be the victim of a crime, hold property, and rationally, thus, make profits and losses that are its own rather than those of the shareholders of the company. The Principle of Separate Legal Personality The importance of the corporate personality which was created by statute in the first half of the nineteenth century was not fully appreciated until the well-known case of Salomon. This case firmly established the operation of the concept of the separate legal personality of a company under the Companies Act of 1862 and this principle is still existed in the Companies Act of 2006 today under the UK Company Law. The Salomon case makes it clear that it is possible for a sole trader owner to transfer a small business into a registered company and hence separate himself from the liabilities of the business. In this case, Salomon carried on a boot and shoe manufacturing business as a sole proprietor. In 1892, he registered a company and sold his profitable business to that...
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...Agency Costs, Mispricing, and Ownership Structure* Sergey Chernenko Ohio State University C. Fritz Foley Harvard Business School and NBER Robin Greenwood Harvard Business School and NBER March 2012 Abstract Standard theories of corporate ownership assume that because markets are efficient, insiders ultimately bear all agency costs that they create and therefore have a strong incentive to minimize conflicts of interest with outside investors. We argue that if equity is overvalued, however, mispricing offsets agency costs and can induce a controlling shareholder to list equity. Higher valuations may support listings associated with greater agency costs. We test the predictions that follow from this idea on a sample of publicly listed subsidiaries in Japan. Subsidiaries in which the parent sells a larger stake and subsidiaries with greater scope for expropriation by the parent firm are more overpriced at listing, and minority shareholders fare poorly after listing as mispricing corrects. Parent firms often repurchase subsidiaries at large discounts to valuations at the time of listing and experience positive abnormal returns when repurchases are announced. * We thank Malcolm Baker, Mihir Desai, Masako Egawa, Alp Ercil, Yasushi Hamao, Sam Hanson, Naoki Kamiyama, David Matsa, David Scharfstein, Andrei Shleifer, Jeremy Stein, Kenji Wada, Lucy White, and seminar participants at Georgetown, Harvard, IESE, the...
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...Language an important factor in multinationals: The impact of language across cross-cultural leadership, management and communication Abstract The purpose of this literature review is to analyze the impact of language on various leadership and management contexts in multinational organizations which operates across different cultures. This paper examines the extent of literature which have focused on the study of language and its impact on activities concerned with leadership and management in multinationals. The main focus being the impact on headquarter and subsidiary communication, knowledge sharing and management contexts, this paper details the literature which suggest that multinationals would be better off by focusing on language and developing language policies which better suit its nature rather than taking language as a granted factor. The objective of this paper is to conclude that language difference across different cultures can no longer be left unattended as its as various implication internally as well as externally for corporations which are operating with different cultures and different languages. Keywords: Language, MNC, multinationals, leadership, management, communication, knowledge sharing, language policy Introduction The growing integration of companies from all around the globe is increasing the race towards a global village. Companies that operate beyond borders are the most influential of them all. Multinational companies are crossing their national...
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