A01-06-0007 Graeme Rankine Fossil, Inc.—Global Watches and Accessories While we found that Fossil has very strong brand recognition among teens in the watch category, we believe watches are less important to teens than other accessories in the current fashion cycle. According to our proprietary research, interest in the accessories category declined 19% on a yearover-year basis this Fall following the 16% decline seen this past Spring. Given that handbags continue to sell well across the industry
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17. Disruptive Innovation by Clayton M. Christensen. How to cite in your report. A disruptive technology or disruptive innovation is an innovation that helps create a new market and value network, and eventually goes on to disrupt an existing market and value network. The term is used in business and technology literature to describe innovations that improve a product or service in ways that the market does not expect. Although the term disruptive technology is widely used, disruptive innovation
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» THE HIGH-PERFORMANCE ORGANIZATION 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating
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» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage
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Apple Computer, Inc. Company Profile Reference Code: 108 Publication Date: Nov 2006 www.datamonitor.com Datamonitor USA 245 5th Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Europe Charles House 108-110 Finchley Road London NW3 5JJ United Kingdom t: +44 20 7675 7000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Germany Kastor & Pollux Platz der Einheit 1 60327 Frankfurt Deutschland t: +49 69 9754 4517 f: +49
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TITAN’S BRAND BUILDING AND BRAND REORGANISATION STRATEGY Marketing Management In our view the disassociation of the Sonata brand from the parent Titan and its further association with TATA was a well long term planned strategy, as the association of Sonata built in quite strong with Titan and Titan in Indian context is synonymous with Watches thus a strong association of Sonata with the watches segment developed. But as we have seen that the sonata has been cannibalizing the Titan sub-brands, whether
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ЖУРНАЛ "КОРПОРАТИВНЫЕ ФИНАНСЫ" №4(12) 2009 130 Концепция анализа сетевого капитала как драйвера стоимости компании Байбурина Э.Р.29, Жуковец О.С.30 Сетевой капитал компании образуется на основе взаимодействия организации с внешней и частично внутренней корпоративной средой. Очевидно, что правильное управление сетевым капиталом может значительно увеличить стоимость компании, однако в случае ошибочных действий – легко ее разрушить. На сегодняшний день невозможно выделить единое ядро в различных
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Defending a Domestic Position against Global Entries Abstract The paper offers a systematic review of strategic options available to incumbents coping with threats and attacks by a global firm. The framework makes it possible to review and analyze action alternatives based on the entry stage, the attack focus and defense tactics. Even though the globalization process has exposed domestic incumbents to greater threats, incumbents’ options have also increased. The doors of trade liberalization
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Part Market-Driven Strategy 1 Chapter 1 Market-Driven Strategy The market and competitive challenges confronting executives around the world are complex and rapidly changing. Market and industry boundaries are often difficult to define because of the entry of new and unfamiliar forms of competition. Customers’ demands for superior value from the products they purchase are unprecedented, as they become yet more knowledgeable about products (goods and services) and more sophisticated
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DIC Annual Report 2013 Year ended March 31, 2013 D IC Corporation, one of the world’s leading diversified chemicals companies, is also the core of the DIC Group, a multinational organization with a network comprising more than 180 companies in 62 countries and territories worldwide. Established in 1908 as a manufacturer of printing inks, DIC has capitalized on its extensive technologies, know-how and experience in the years since to transform itself into a global powerhouse in key fields of endeavor
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