...operating performance (Appendix 2). However, although the company is profitable and can meet its debt obligations, it may witness revenue declines in the future. Its customer, employees and key business processes are positive with high investor confidence. Overall, the firm is in a desired state and must be able to leverage its debt and sustain future growth as the firm continues to expand through acquisitions and developments * Business strategy (Appendix 3). CWC’s primary goal of revenue growth and maintaining 15% return on equity aligns to its strategy components: (1) Generate off-peak ancillary revenue such as hosting events to cover periods of slowing revenue growth (2) Continuously looking for opportunities to expand and develop golf courses and enter new markets such as ski resorts * Competitive Position (Appendix 4): CWC has pursued differentiation primarily through exclusivity, convenience, and branding, so CWC has successfully achieved a competitive edge compared to its competitors. * So what: Current operating performance may not be sustainable in the future and align with its goal of revenue growth. CWC’s competitive position allows it to reduce...
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...Customer Analysis and Target Markets 7 6. Marketing Program 7 Price Strategy 7 Promotion Strategy 8 7. Sales Forecast 8 8. Implementation 8 Marketing Organization 8 Marketing Activities 8 9. Evaluation 9 Appendix A – Non Member Revenue Projections 10 Appendix B – Income Statement 11 Appendix C – Golf Courses Available on E6Golf Software 13 Appendix D – Marketing Budget 14 Appendix E – Marketing/Activities Plan 2014 – 2015 15 Bibliography 16 1. Executive Summary The following plan outlines the marketing strategy and tactics for introducing virtual golf to Fox Haven Golf and Country Club (FHGCC), a golf course currently operating in High Level, AB. This is the only golf course in the High Level area, the closest other courses being in La Crete and Fort Vermillion, both over an hour’s drive from High Level. FHGCC will build and open a 10 room Virtual Golf Centre at its current location. FHGCC will target this new venture at its current membership of approximately 120, while opening its doors to new golfers and those wishing to remain active over the long winter months. 2. Current Business Operations FHGCC is an 18-hole, par 72, parkland style golf course and driving range. Although small in length (6648 yards from the back tees, 5492 yards from forward tees), it provides a challenge for golfers of all abilities, with water hazards on ten of the holes, and well placed bunkers around the course. The club runs a Men’s and Ladies’ League (Men’s – Tuesday...
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...faces with only a single brewing site and third party distributors. This promotion plan includes the following objectives for the upcoming year: * To attract non-users and create brand awareness among 90% of females aged 21-30 seeking a refreshing tasting light beer, * To retain the 18-24 year old male target currently held by Coors Light. * To engage the mobile community through the use of Mobile Insider, connecting the brand to consumers. The objectives should be met through various promotional activities tied closely to the company’s long-standing brand image, and mobile promotions to increase accuracy in reaching target markets. Over the next 12 months it is recommended that Coors Light continue to use the Maxim Golf Experience to maintain the current target market. The brand will increase awareness among the female target by promoting the Coors Château getaway at bars across Canada, awarding 100 women a relaxing weekend getaway. This will tie in to the Cooking with Coors social media contest through the companies Facebook Fan page. Cooking with Coors will ask consumers to upload videos of themselves cooking with Coors Light, and vote on their...
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...| Friday » October 19 » 2007 | | | A tale of three good companies and their people | Melanie Collison | Freelance | Saturday, October 13, 2007EDMONTON The idea that individuals are important and can make a worthwhile contribution is front and centre as Edmonton's top companies compete for employees in this labour-short marketplace.To recruit and retain the people of their choice, they're offering recognition, and access to executive ears. They're covering tuition, and investing in safety, health and wellness. And they're building in fun and flexibility.Here are three Alberta companies that embody modern workforce thinking.MICRALYNE INC.A custom electronics components manufacturing firm, Micralyne is one of a mere handful that make microelectromechanical systems (MEMS) used by specialized instrument makers.MEMS components are so tiny that hundreds and hundreds fit on a chip the size of your fingertip. These components move when an electrical force is applied, and trigger an automobile's air bag release, for instance, or direct an overseas telephone call, explains says Jaya Gurjar, marketing and communications.A spinoff from a University of Alberta research facility, Micralyne thrives on new ideas and an open door policy."People are definitely appreciated by management," Gurjar says. "Within the company, there's room to grow."The company as a whole is growing, too, both in its physical plant in the Edmonton Research Park, and in the global marketplace where employees...
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...Jason Schmied Mr. T Introduction to Business 20 November 2013 Ralph Lauren Polo Ralph Lauren was born on October 14, 1939 as Ralph Lifshitz, in Bronx, New York City. He was born into a Jewish family, originally from Belarus, as one of three boys. When he turned sixteen, he and his brother Jerry changed his last name legally to Lauren, after being made fun of in school. However, his brother Lenny kept the original last name. Lauren began his study of business at Baruch College in Manhattan for two years, then served in the Army for a short time, and later became a salesman at Brooks Brothers (Ralph Lauren Bio). In 1967, finally fed up with selling other people’s neckties, Lauren began making his own neckwear. With no experience in fashion besides selling men’s clothing, Lauren was still able to convince Beau Brummel to manufacture his Polo line of neckwear, and began selling his Polo brand in large department stores, such as Bloomingdales. In 1968, he created his own company – Polo Fashion – with the help of his brother Jerry and a $50,000 loan. Along with the neckwear, Polo expanded into men suits, shirts, and sportswear. Lauren received the Coty Award for menswear in 1970, and following this achievement, designed a line of women’s tailored shirt in a classic men’s style. Within three years from the start of Polo Fashion, sales were already reaching $10 million (Polo History). In 1971, the company began offering franchises to allow the entire store to focus...
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...adidas AG (German pronunciation: [ˈadiˌdas]) is a German multinational corporation that designs and manufactures sports clothing and accessories based in Herzogenaurach, Bavaria, Germany. It is the holding company for the Adidas Group, which consists of the Reebok sportswear company, TaylorMade-Adidas golf company (including Ashworth), Rockport, and 9.1% of FC Bayern Munich. Besides sports footwear, Adidas also produces other products such as bags, shirts, watches, eyewear, and other sports- and clothing-related goods. Adidas is the largest sportswear manufacturer in Germany and Europe and the second biggest sportswear manufacturer in the world.[3] Adidas was founded in 1948 by Adolf Dassler, following the split of Gebrüder Dassler Schuhfabrik between him and his older brother Rudolf. Rudolf later established Puma, which was the early rival of Adidas. Registered in 1949, Adidas is currently based in Herzogenaurach, Germany. Puma is also based in Herzogenaurach. The company's clothing and shoe designs typically feature three parallel bars, and the same motif is incorporated into Adidas's current official logo.[4][5] The company revenue for 2012 was listed at €14.48 billion.[2] Gebrüder Dassler Schuhfabrik Christoph Von Wilhelm Dassler was a worker in a shoe factory, while his wife Pauline ran a small laundry in the Bavarian town of Herzogenaurach, 20 km (12.4 mi) from the city of Nuremberg. After leaving school, their son, Rudolf "Rudi" Dassler, joined his father at the shoe...
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...| | |Strategic Crisis Management | |Culinary Tourism for Unique Positioning of Ontario in a Global Marketplace | | | | | | | | | | | | | Table of Contents | ...
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...Enron---The Complete Perspective Introduction Ken lay founded Enron almost fifteen years ago and the foundation which was laid in a Houston town is now almost a $100 billion a year corporation. Top ten in the Fortune 500 list it runs in the same league as International Business Machines Corp. and AT&T Corp. Like all Multi National Corps. Enron has subsidiaries in India, China Philippines, a water company in Britain, pulp mills in Canada and gas pipelines across North America and South America. But the real power lies in the Houston area where it is the leading supplier for electricity and natural gas. As it rose to power it had plans to enter the fiber-optic cable, TV advertising time and wood pulp and steel market. Further, it also had political interest in the nation and like all MNC's lobbied behind its candidates in this case being Bush, who is now President. This seemed to pave the way for Enron's success and put it in a prime position for pulling the strings of power. Now, however, suddenly the power dynamics have changed. From being the top Corporation in the US and the world it is now fighting to retain its stock value. Assets have been pledged to the bank, creditors are scrambling for blood and company lawyers planned to file for bankruptcy. Most of the customers that Enron boasted off have long gone. From the point of creating power it has come down to the mercies of those in power. The company had approximately 21,000 employees all in dire straits as their future...
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...Arthur A. Thompson, Jr. University of Alabama 1. J. mmmm m University of Alabama University of South Alabama Crafting and Executing Strategy The Quest for Competitive Advantage Concepts and Cases 17TH EDITION McGraw-Hill Irwin Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Irfbfl ®(f Part O n e Concepts and Techniques for Crafting and Executing Strategy 3 Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 4 What Do We Mean by Strategy? 6 Strategy and the Quest for Competitive Advantage 7 Identifying a Company s Strategy 10 Why a Company's Strategy Evolves over Time 11 A Company s Strategy Is Partly Proactive and Partly Reactive 11 Strategy and Ethics: Passing the Test of Moral Scrutiny What Makes a Strategy a Winner? 15 13 14 The Relationship between a Company's Strategy and Its Business Model Why Are Crafting and Executing Strategy Important? 17 17 Good Strategy + Good Strategy Execution = Good Management Illustration Capsules 1.1. Starbucks' Strategy in the Specialty Coffee Industry 8 1.2. Microsoft and Red Hat: Two Contrasting Business Models 16 2. Leading the Process of Crafting and Executing Strategy 22 What Does the Strategy-Making, Strategy-Executing Process Entail? Phase 1: Developing a Strategic Vision 24 28 How a Strategic...
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...Ivey School of Business, 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 © 2007, Ivey Management Services Version: (A) 2009-05-15 In early February of 2007, Loblaw Companies Limited (Loblaw), the market share leader among Canadian supermarket operators, announced that it would write down its earnings by about $900 million. This revaluation was related to the company’s decision to close 19 of its Provigo grocery stores in Quebec in 2007. Retail analysts suggested that poor operations at Provigo stores as well as stiff competition from Metro Inc. and Sobeys had negatively affected Loblaw’s performance. These analysts also speculated that Loblaw’s executives had diverted their attention from problems at Provigo because they were concerned with competition from three Wal-Mart Supercenters that had opened in Ontario in the fall of 2006. “Fundamentally, there is a structural weakness in the profitability of our business in Quebec, and the impairment reflects that,” said Loblaw’s executive...
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...▼How to Get Rich ◄ 2 ► ▼How to Get Rich Contents Title Page Dedication Introduction Five Billion Reasons Why You Should Read This Book PART I The Donald J. Trump School of Business and Management PART II Your Personal Apprenticeship (Career Advice from The Donald) PART III Money, Money, Money, Money PART IV The Secrets of Negotiation PART V The Trump Lifestyle ◄ 3 ► ▼How to Get Rich PART VI Inside The Apprentice Acknowledgments Appendix Behind the Scenes at the Trump Organization About the Author Also by Donald J. Trump Copyright ◄ 4 ► ▼How to Get Rich To my parents, Mary and Fred Trump ◄ 5 ► ▼How to Get Rich The Mother of All Advice Trust in God and be true to yourself. —Mary Trump, my mother When I look back, that was great advice, concise and wise at once. I didn’t really get it at first, but because it sounded good, I stuck to it. Later I realized how comprehensive this is—how to keep your bases covered while thinking about the big picture. It’s good advice no matter what your business or lifestyle. —DJT ◄ 6 ► ▼How to Get Rich TRUMP How to Get Rich ◄ 7 ► ▼How to Get Rich Introduction Five Billion Reasons Why You Should Read This Book A lot has happened to us all since 1987. That’s the year The Art of the Deal was published and became the bestselling business book of the decade, with over three million copies in print. (Business Rule #1: If you don’t tell people about your success, they probably won’t know...
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...MODULE 1 ASSIGNMENT Note: Before you begin the assignment for Module 1, please click the Module 1 assignment link in the online course navigation pane for instructions on how to complete and submit your responses for marking. Part A: Multiple-choice questions Note: For multiple-choice questions, select the best answer. Answer each item by giving the number of your choice. Incorrect answers will be marked as zero. Please include your answers to the Part A multiple-choice questions with your answer to Part B. Question 1 (20 minutes) a. Fine Fertilizers Limited (FFL) produces a line of lawn fertilizers that are manufactured under controlled conditions to ensure the ingredients are stored carefully and mixed in the correct quantities. FFL has many competitors in the industry ranging from small private companies to large public companies. Recent news articles in the fertilizer industry have highlighted the need for a focus in environmental concerns. The CEO has decided that FFL should consider the implementation of an environmental scorecard. Which of the following is the best reason to use an environmental scorecard? 1. 2. 3. 4. The scorecard promotes good corporate citizenship. FFL can compare its scorecard rating to its competitors. It is an effective measure in a bonus plan to increase net profit. It enables FFL to measure its efficiency in producing fertilizer. b. In order to make the financial statements of Genex Inc. more appealing to investors and to inflate the management...
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...MODULE 1 ASSIGNMENT Note: Before you begin the assignment for Module 1, please click the Module 1 assignment link in the online course navigation pane for instructions on how to complete and submit your responses for marking. Part A: Multiple-choice questions Note: For multiple-choice questions, select the best answer. Answer each item by giving the number of your choice. Incorrect answers will be marked as zero. Please include your answers to the Part A multiple-choice questions with your answer to Part B. Question 1 (20 minutes) a. Fine Fertilizers Limited (FFL) produces a line of lawn fertilizers that are manufactured under controlled conditions to ensure the ingredients are stored carefully and mixed in the correct quantities. FFL has many competitors in the industry ranging from small private companies to large public companies. Recent news articles in the fertilizer industry have highlighted the need for a focus in environmental concerns. The CEO has decided that FFL should consider the implementation of an environmental scorecard. Which of the following is the best reason to use an environmental scorecard? 1. 2. 3. 4. The scorecard promotes good corporate citizenship. FFL can compare its scorecard rating to its competitors. It is an effective measure in a bonus plan to increase net profit. It enables FFL to measure its efficiency in producing fertilizer. b. In order to make the financial statements of Genex Inc. more appealing to investors...
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...▼How to Get Rich ◄ 2 ► ▼How to Get Rich Contents Title Page Dedication Introduction Five Billion Reasons Why You Should Read This Book PART I The Donald J. Trump School of Business and Management PART II Your Personal Apprenticeship (Career Advice from The Donald) PART III Money, Money, Money, Money PART IV The Secrets of Negotiation PART V The Trump Lifestyle ◄ 3 ► ▼How to Get Rich PART VI Inside The Apprentice Acknowledgments Appendix Behind the Scenes at the Trump Organization About the Author Also by Donald J. Trump Copyright ◄ 4 ► ▼How to Get Rich To my parents, Mary and Fred Trump ◄ 5 ► ▼How to Get Rich The Mother of All Advice Trust in God and be true to yourself. —Mary Trump, my mother When I look back, that was great advice, concise and wise at once. I didn’t really get it at first, but because it sounded good, I stuck to it. Later I realized how comprehensive this is—how to keep your bases covered while thinking about the big picture. It’s good advice no matter what your business or lifestyle. —DJT ◄ 6 ► ▼How to Get Rich TRUMP How to Get Rich ◄ 7 ► ▼How to Get Rich Introduction Five Billion Reasons Why You Should Read This Book A lot has happened to us all since 1987. That’s the year The Art of the Deal was published and became the bestselling business book of the decade, with over three million copies in print. (Business Rule #1: If you don’t tell people about your success...
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...INDIAN HOTEL INDUSTRY RESEARCH REPORT 2013 Submitted by: 1) Arindam Bagh 2) Arindam Das 3) Pavan Kumar Submitted by: 4) Arindam Bagh 5) Arindam Das 6) Pavan Kumar Table of Contents 1. Executive Summary 5 2. Industry Overview 6 2.1. Key Components of Hospitality Industry 6 2.2. Global overview 6 2.3. Indian overview 7 2.4. Market Structure 10 2.5. Industry metrics 12 3. Challenges faced in the Sector 14 3.1. Global economic uncertainty 14 3.2. Seasonality of demand 14 3.3. Oversupply 15 3.4. High Employee turnover 15 3.5. Lack of MICE related Infrastructure 16 3.6. Inadequate supply of quality talent 16 3.7. Low security 17 3.8. High cost of developing property 17 3.9. Poor Infrastructure 18 3.10. Difficult project financing 18 4. Growth Drivers 18 4.1. International tourist arrivals 18 4.2. MICE Destination (Meetings, Incentives, Conferencing, Exhibitions) 19 4.3. Government spending to boost growth 19 4.4. Improving economic environment 20 4.5. Increasing spending power 21 4.6. Government Support (Non-Monetory) 21 4.7. Offers from Airline Industry 24 5. Emerging Trends in the sector 25 5.1. Premium Hotel’s profitability to hit lows 25 5.2. Increasing revenues from F&B Segment 26 5.3. Development of niche tourism offerings 26 5.4. Growing trend towards service apartments 27 5.5. Growing demand for budget segment 27 5.6. Increasing interest of international operators 28 5...
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