...Business Project- Part II Baker College: Intro to Business Management 101 Devin N. Burns October 30th, 2015 Whole Foods Market brands themselves as “America's Healthiest Grocery Store.” They were founded in 1980, when four local business people decided that the natural food industry was ready for supermarket format. They started with one small store in Austin, Texas and now are the worlds leader in natural and organic foods, with 431 stores in North America and the United Kingdom. Much of the growth of this fortune 500 company, has been accomplished through mergers and acquisitions. They operate as a high profitable corporation while maintaining an aura of commitment to social justice and environmental responsibility. Although Whole Foods Market operates on a profit, it also has established three non-profit organizations; Whole Kids Foundation, Whole Planet Foundation, and Whole Cities Foundation. 100% of donations help to support and achieve the mission of each of these organizations. Many of Whole Food Markets distributors and global partners are contributors to these organizations. Whole Foods Market is not only a highly successful business, but a movement in shaping the future of a world that values human creativity, diversity, and individual choice. Whole Foods Market, the first National Certified Organic Grocer in the United States, is a Fortune 500 company and ranked as the 10th-largest food and drug store in the United States. The four founders of Whole...
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...Marieshka Barton Wines of Spain Prof. Newton June 15, 2015 Spanish Wine Marketing and Sales Sonoma State University’s Wines of Spain 2015 summer class introduced students to Northern Spain’s prestigious Penedès, Priorat, and Rioja wine regions. Production and marketing professionals from eight wineries hosted our student group and provided facility tours and insights on production, marketing, and exporting. This paper focuses on Northern Spain’s wine industry’s legal regulations, tourism, stewardship, communications, and exports through the lens of wine business marketing. The paper concludes with marketing recommendations relevant to new world (USA, Canada, and Australia) markets. History First, a brief introduction to Spain’s wine history is provided to differentiate Spain from its global competitors and set the context for further analysis. As an “old world” wine culture, Spain has a rich wine history beginning with Phoenician tribes and industrious Romans. Unfortunately, Spain’s nascent wine industry was disrupted due to Islamic rule followed by civil and global wars. In the late 1800’s, French winemakers revolutionized Spain’s weak wine industry. France’s Phylloxera tragedy brought an exodus of French winemakers over the Pyrenees seeking work. By the time Phylloxera reached Spain, viticulturists where already grafting native vines onto American...
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...HEAD SKI COMPANY INCORPORATED La Head Ski Company, Inc., de Timonium, Maryland, fue creada en 1950 para vender esquís metálicos desarrollados por Howard Head durante tres años de investigación. En el primer año seis empleados produjeron 300 pares de esquís. En la temporada de esquí 1954-1955, la producción alcanzó 8.000 pares, y en 1965 superó los 133.000. El crecimiento en ventas y beneficio en dólares fue igualmente espectacular. Cuando Head pasó a cotizarse en el mercado de valores en 1960, las venta estaban apenas por encima de los 2 millones de dólares y los beneficios ligeramente por debajo de los 59.000 dólares, ya para 1965 las ventas subieron a 8.6 millones de dólares y los beneficios a 393.713 dólares. Durante los dos años siguientes, el volumen de operaciones seguía aumentando, aún cuando el crecimiento fuera menos espectacular. En las 53 semanas que terminaron el 30 de abril, 1966, las ventas fueron de 9,1 millones de dólares y los beneficios de 264.389 dólares. Para un plazo de tiempo igual terminando el 29 de abril, 1967, las ventas fueron 11,0 millones de dólares u los beneficios 401.482 dólares. (Para datos financieros véase Anexo 1). La industria Head era un participante entusiasta en el crecimiento de mercados originados por las actividades de tiempo de ocio, de las cuales el esquí era uno de los segmentos más dinámicos. La asociación de la industria, Ski industries América (SIA), estimó que los gastos de esquiar – comprendido...
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...Business Plans Handbook Business Plans A COMPILATION OF BUSINESS PLANS DEVELOPED BY INDIVIDUALS NORTH THROUGHOUT AMERICA Handbook VOLUME 16 Lynn M. Pearce, Project Editor Business Plans Handbook, Volume 16 Project Editor: Lynn M. Pearce Product Manager: Jenai Drouillard Product Design: Jennifer Wahi Composition and Electronic Prepress: Evi Seoud Manufacturing: Rita Wimberley Editorial: Erin Braun ª 2010 Gale, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. This publication is a creative work fully protected by all applicable copyright laws, as well as by misappropriation, trade secret, unfair competition, and other applicable laws. The authors and editors of this work have added value to the underlying factual material herein through one or more of the following: unique and original selection, coordination, expression, arrangement, and classification of the information. For product information and technology assistance, contact us at Gale Customer Support, 1-800-877-4253. For permission to use material...
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...2012 Annual Report Our “bottom line” ultimately depends on our ability to satisfy all of our stakeholders. Our goal is to balance the needs and desires of our customers, team members, shareholders, suppliers, communities and the environment while creating value for all. By growing the collective pie, we create larger slices for all of our stakeholders. Our core values reflect this sense of collective fate and are the soul of our company. Selling the HIGHEST QUALITY natural and organic products available SATISFYING and DELIGHTING our customers Supporting team member HAPPINESS and EXCELLENCE Creating WEALTH through profits and growth Caring about our COMMUNITIES and our environment Creating ongoing WIN-WIN PARTNERSHIPS with our suppliers Promoting the health of our stakeholders through HEALTHY EATING EDUCATION f i n a n c i a l h i g h l i g h t s Fiscal year 2012 was a 53-week year. 6.4% 5.4% 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 10.5% 6.6% 7.0% 8.0% 8.7% 8.1% 14.5% 11.5% 10.3% 5.8% 3.6% -4.3% 6.5% 8.4% 8.4% $8.0 $8.0 $9.0 $10.1 $11.7 $236 $284 $438 $548 $744 $273 $328 $390 $463 $(194) $0.82 $0.85 $1.43 $1.93 $2.52 Net cash provided by operating activities Development costs of new locations Other property and equipment expenditures Free Cash Flow *The Company defines Free Cash Flow as net cash...
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...International Business & Economics Research Journal Volume 2, Number 9 The Changing Structure Of The Global Wine Industry Michael A. Roberto (E-mail: mroberto@hbs.edu), Harvard Business School Abstract This paper examines the distinctive economic structures that exist in the wine industry in various regions of the world, and it identifies the critical forces driving changes in the structure of this industry. The paper accomplishes these objectives by applying concepts from industrial organization economics, agency theory, and the field of competitive strategy. T he economic structure of an industry affects the intensity of competition and the average profitability of firms in a particular market.1 While strategy scholars have debated the extent to which industry structure explains differences in firm profitability, virtually no one disputes the idea that structural forces have a sizeable impact.2 More recently, researchers have demonstrated that industries exhibit substantial structural differences across various geographic markets around the world. These structural differences are driven by institutional heterogeneity and contrasting patterns of historical development. 3 Over time, the structure of a global industry can change dramatically. In particular, many industries have experienced consolidation in recent years. Industry consolidation raises several important questions for scholars and practitioners. First, why do these structural shifts take place? Second...
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...2010 annual report RXU stakeholder philosophy Our “bottom line” ultimately depends on our ability to satisfy all of our stakeholders. Our goal is to balance the needs and desires of our customers, Team Members, shareholders, suppliers, communities and the environment while creating value for all. By growing the collective pie, we create larger slices for all of our stakeholders. Our core values reflect this sense of collective fate and are the soul of our company. RXU core values VHOOLQJ the highest quality natural and organic products available VDWLVI\LQJ and delighting our customers VXSSRUWLQJ Team Member happiness and excellence FUHDWLQJ wealth through profits and growth FDULQJ about our communities and our environment FUHDWLQJ ongoing win-win partnerships with our suppliers SURPRWLQJ the health of our stakeholders through healthy eating education OHWWHU WR stakeholders Dear Fellow Stakeholders: In 2010, we successfully emerged from the most challenging year in our company’s history to produce strong results for all of our stakeholders. Building on the strategic decisions we made during the recession, we capitalized on the improving economy and the increasing confidence of consumers, quickly gaining back customers at a much faster rate than our competitors. We continued to strike the right balance between driving sales, improving our value image, and maintaining gross margin. For the fiscal year, we produced a 12% increase in sales to $9.0 billion driven by 7%...
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...UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED SEPTEMBER 25, 2011 COMMISSION FILE NUMBER: 0-19797 WHOLE FOODS MARKET, INC. (Exact name of registrant as specified in its charter) Texas (State of incorporation) 74-1989366 (IRS Employer Identification No.) 550 Bowie Street Austin, Texas 78703 (Address of principal executive offices) Registrant’s telephone number, including area code: 512-477-4455 Securities registered pursuant to section 12(b) of the Act: Common Stock, no par value Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No þ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No ¨ Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during...
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...tomaría su propia decisión sobre invertir o no en la compañía. Era el 26 de diciembre de 1997, y había pasado una semana desde que Bob O’Connor, fundador y presidente de RBS, se había presentado al grupo Walnut. El grupo estaba impresionado con O’Connor, con su enfoque en los negocios de RBS, y en el hecho que la compañía tenía un producto, vendía e incluso tenía ganancias. Basado en una positiva primera impresión, el grupo había decidido dar el siguiente paso y comenzar una investigación más profunda sobre la compañía y sus prospectos. Media docena de inversionistas del grupo Walnut ya habían mostrado su interés en una posible inversión, y le fue encargado a Wagner desarrollar un due diligence de la compañía para estos individuos. Desmenuzó el plan negocios de RBS (ver anexo 2) y comenzó a ordenar los aspectos que el grupo debería investigar durante esta etapa, además fijo una agenda de reuniones donde podrían juntarse, compartir esfuerzos y decidir como proceder. Antecedentes de Walnut Los inversionistas ángel han sido una fuente popular de financiamiento para negocios emprendedores. Investigadores estiman que cerca de US$ 30 billones en financiamiento ángel se obtuvieron en 1996, comparado con...
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...Country Comparison Factbook France vs. Italy Wine Industry Group 16.4 Bram van Veen Caspar Leusink Muhammad Hafidz Randy Hardja Lecturer: Mr.Drs.HenkRitsema Contents Executive Summary 3 Introduction 4 Methods and Frameworks 5 Hofstede’s cultural dimensions 5 Porter’s diamond 7 Porter’s Five Forces Model of Competition 8 Introducing the Wine Industry 9 Overview of Wine Industry 9 French Wine Industry 10 Italian Wine Industry 11 Country comparison 12 Comparison of relevant macro-economic indicators 12 General economic indicators 12 Financial Health 13 Demographic Factors 13 Historical developments 14 Historical Background 14 Global Wine Industry Developments 15 Socio-cultural conditions 17 Cultural Diversity 17 Hofstede 18 Political and Governmental Systems 19 Legal Systems 21 Financial Systems 21 Labour Market 22 Industry Conditions 24 Supply Market Conditions 24 Demand market conditions 24 Threat of New Entrants and Substitute Products 25 Major players and level of competition 27 Level of Competition 28 Recommendations 28 Italy 29 France: 31 Recommendations: 33 References 34 Executive Summary The goal of this factbook is to provide potential investors with information on relevant dimensions regarding the wine industry in Italy and France. The factbook is comparing both of the countries using methodological framework and secondary data. The data we used are obtained through various sources. In the end, Italy is presented...
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...REPUBLIC ACT NO. 7160 REPUBLIC ACT NO. 7160 - AN ACT PROVIDING FOR A LOCAL GOVERNMENT CODE OF 1991 BOOK I General Provisions TITLE I. Basic Principles CHAPTER I The Code: Policy and Application SECTION 1. Title. — This Act shall be known and cited as the "Local Government Code of 1991". SECTION 2. Declaration of Policy. — (a) It is hereby declared the policy of the State that the territorial and political subdivisions of the State shall enjoy genuine and meaningful local autonomy to enable them to attain their fullest development as self-reliant communities and make them more effective partners in the attainment of national goals. Toward this end, the State shall provide for a more responsive and accountable local government structure instituted through a system of decentralization whereby local government units shall be given more powers, authority, responsibilities, and resources. The process of decentralization shall proceed from the national government to the local government units. (b) It is also the policy of the State to ensure the accountability of local government units through the institution of effective mechanisms of recall, initiative and referendum. (c) It is likewise the policy of the State to require all national agencies and offices to conduct periodic consultations with appropriate local government units, nongovernmental and people's organizations, and other concerned sectors of the community...
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...Las cinco fuerzas competitivas que le dan forma a la estrategia por Michael E Porter Enero 2008 Reimpresión R0801E-E Tomar conciencia de estas cinco fuerzas puede ayudar a una empresa a comprender la estructura del sector en el cual compite y elaborar una posición que sea más rentable y menos vulnerable a los ataques. Las cinco fuerzas competitivas que le dan a la estrategia por Michael E Porter E n esencia, el trabajo del estratega es comprender y enfrentar la competencia. Sin embargo, los ejecutivos suelen definir la competencia de una forma demasiado estrecha, como si fuera algo que ocurriera sólo entre los competidores directos actuales. No obstante, la competencia por las utilidades va más allá de los rivales establecidos de un sector e incluye a cuatro otras fuerzas competitivas: los clientes, los proveedores, los posibles entrantes y los productos substitutos. La rivalidad extendida, que se genera como consecuencia de las cinco fuerzas, define la estructura de un sector y da forma a la naturaleza de la interacción competitiva dentro de un sector. Por muy distintos que en un comienzo puedan parecer entre sí los diferentes sectores, los impulsores subyacentes de las utilidades son los mismos. Por ejemplo, podría parecer que la industria automotriz global no tiene nada en común con el mercado internacional de las obras de arte, o con el fuertemente regulado sector salud en Europa. Pero para comprender la competencia y la rentabilidad ...
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...FORMULACIÓN DE UN PLAN DE NEGOCIOS PARA LA EXPORTACIÓN DE ACEITE DE AGUACATE DANIELA PATIÑO VICTORIA VANESSA LARGO GRISALES UNIVERSIDAD TECNOLÓGICA DE PEREIRA FACULTAD DE INGENIERÍA INDUSTRIAL PEREIRA 2010 FORMULACIÓN DE UN PLAN DE NEGOCIOS PARA LA EXPORTACIÓN DE ACEITE DE AGUACATE DANIELA PATIÑO VICTORIA VANESSA LARGO GRISALES Director de Proyecto de Grado: Ing. César Augusto Zapata Urquijo Proyecto de grado presentado como requisito para optar al título de pregrado de Ingeniería Industrial UNIVERSIDAD TECNOLÓGICA DE PERIRA FACULTAD DE INGENIERA INDUSTRIAL PEREIRA 2010 2 CONTENIDO RESUMEN ............................................................................................................................ 9 SUMMARY ......................................................................................................................... 10 INTRODUCCION................................................................................................................11 ANTECEDENTES Y JUSTIFICACION .......................................................................... 14 DEFINICION DE OBJETIVOS ........................................................................................ 16 OBJETIVO GENERAL ...................................................................................................... 16 OBJETIVOS ESPECÍFICOS ........................................................................................... 16 MARCO...
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...Memoria Anual 2013 Memoria Anual 2013 Versión Preliminar para aprobación de la Junta Obligatoria Anual de Accionistas 1 Memoria Anual 2013 Declaración de Responsabilidad El presente documento contiene información veraz y suficiente respecto al desarrollo del negocio de Unión de Cervecerías Peruanas Backus y Johnston S.A.A. durante el año 2013. Sin perjuicio de la responsabilidad que le compete al emisor, los firmantes se hacen responsables por su contenido conforme a los dispositivos legales aplicables. Versión Preliminar para aprobación de la Junta Obligatoria Anual de Accionistas 2 Memoria Anual 2013 Índice Carta del Gerente General Carta del Presidente del Directorio Modelo de liderazgo y organización Nuestras cifras Nuestro negocio Nuestras operaciones Nuestra gente Nuestro gobierno corporativo Nuestro compromiso Información general y de operaciones Estados Financieros Principios de Buen Gobierno Corporativo Versión Preliminar para aprobación de la Junta Obligatoria Anual de Accionistas 3 Memoria Anual 2013 Carta del Gerente General Señores accionistas: En el 2013 logramos una participación récord en el mercado de cervezas, 95.8% en volumen y 96.5% en valor, a pesar de haber sido un año lleno de retos y de cambios que afectaron la industria. Factores externos como un menor crecimiento de la economía, el alza del dólar, así como el incremento en el impuesto selectivo al consumo de cerveza hicieron que la industria cervecera decreciera...
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...Cliente 20 Relanzamiento de las Líneas Aéreas SAS por Jan Carlzon 23 Empresas y Sectores: Cinco Pasos en el Aprendizaje del Marketing en el Sector Bancario 26 El Enfoque Marketing Social 28 LA R A ~ I D A ADOPCION DE LA GESTION DE MARKETING .............................. 29 En el Sector Privado 29 Internacional 3 1 RESUMEN 2 En Entidades No Lucrativas 30 En el Sector ........................................................................ 31 LA PLANIFICACION ESTRATEGICA DE LAS EMPRESAS LA PLANIRCACION ESTRATEGICA CORPORATIVA ............ 35 ....................................... 37 La Misión Corporativa 38 Identificación de las Unidades Estratégicas de Negocio 40 Valoración de la Cartera de Negocios 42 Plan Corporativo de Nuevos Negocios 48 LA PLANIRCACION ESTRATEGICA DE LAS UEN's...
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