What opportunities and threats did McDonald’s face? How did it handle them? What alternatives could it have chosen? Opportunities 1) "Going green" - energy management, improving packaging efficiency, environmentally friendly refrigerants, and partnering with Greenpeace for rainforest protection 2) New store (looks/styles - McCafe coffee shop, and "forever young" redesign Charity - The Ronald McDonald House provides a cheap or free place to stay for parents of sick children. Over 250 worldwide
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till 1972, the airline was named MAS when the Federation of Malaysia was born after gaining independence from the British government in 16 September 1963 and later renamed as Malaysia-Singapore Airlines in May 1966. The airline’s key advertising strategy was the “Singapore Girl”, a personification of charm and friendliness where stewardesses dressed in a designed “sarong kebaya” uniform by Pierre Balmain, a French couturier. Stewardesses also wore a standard make-up and hairdo. With its stringent
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1.0 BACKGROUND OF EMIRATES AIRLINE In the mid-1980s, Gulf Air began to reduce its service to Dubai as it was concerned it was providing regional feeder flights for other carriers. As result, Emirates Airline was formed in 1985. The company is funding of Dubai’s royal family with start-up capital US $10 million as independent of government subsidies . Emirates Airline is the world largest international carrier but in term of income the company at the stage seven when it compare to others largest airline
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centres: one in Asia and one in the USA. Highlights of the new reorganization included: - Centralized global IT budget - Streamlined IT governance - Consolidation and standardization Also as a part of reorganization, GlobShop cut its IT costs by outsourcing a part of application and maintenance. They hired an Indian vendor (ISS)-Indo Systems Solutions for on-site maintenance and enhancements of the merchandising system. As a result of the 9/11 events in New York, air travel was severely
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essentially known for its clothing and accessories which was founded in 1975 (Mo, 2015). Zara believes in following the fast fashion policy, unlike its competitors. The discipline in Zara’s supply chain management has played vital role in its success (Anonymous, 2005). Zara follows vertical integrated strategy where it has total control of number of business activities such as manufacturing, sourcing, and distribution and retail stores, it allows the organization to accomplish greater flexibility, less
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circular of income of a country increase with better economy situation, air travel demand increasing very high which are given the airlines benefit to do business. Apparently, the 21st century not only bring benefit, but also bringing new risks for airline business such as fuel price volatility, natural catastrophic that had never been experienced before and others. The risks if not be taken with cares and smart strategies will threaten the sustainability of airlines. This writing try to identify
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carriers (LCC) belong to separate worlds, and their DNAs seldom match. Whenever they have tried to merge or work together under one umbrella, they have nearly failed. It happened when British Airways tied up with budget carrier Go, and when Delta Air acquired budget carrier Song. This, despite the fact that these were subsidiaries, whose operations were independently managed. ''Analysts and investors are paranoid about the features of the LCC model. They don't like even the smallest deviation
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Application of Game Theory In Biman Bangladesh Airlines Application of Game Theory In Biman Bangladesh Airlines Submitted to, XXX Lecturer Department of YYY University of ZZZ Submitted by, Group “Oracles” 17th Batch B section Date of Submission: 19th March, 2012 Dated: 19th April, 201 XXX Lecturer Department of YYY University of ZZZ Subject: Solicitation for acceptance of the Report on “Application of Game theory in Biman Bangladesh Airlines”
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Strategic Management Name Course Tutor Date Executive Summary These have been unstable times for the Australian airline industry. It has been faced with a marked decline in global tourism after the September 2001 terrorist attacks in the United States. Recently, there has been traffic loss which is attributed to the war in Iraq and severs acute respiratory syndrome (SARS) occurrences in parts of Canada and Asia. In addition, to this mayhem the industry has gone through main structural
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countries, starting with Sweden (Suder, 2011). Such an expansion strategy based on Uppsala model gave the company a solid base of loyal customers in its home country as well as in neighboring countries, where Marimekko expanded afterwards. However, in order to benefit from the EU enlargement as much as possible and achieve brand to be more internationalized (strategy cornerstone), Marimekko should reconsider its expansion strategy. The company should take advantage of all benefits the EU has brought
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