Summary II. EXECUTIVE SUMMARY: 4 III. COMPANY BACKGROUND: 5 IV. SITUATION ANALYSIS 5 A. External Audit 5 1. Industry Overview and Analysis 5 2. PESTLE 6 3. 5 Forces of Porter: 7 B. Internal Audit: 8 1. Marketing Systems 8 2. Marketing Activities 11 C. Portfolio Analysis: 13 1. Ansoff Matrix 14 2. BCG Matrix 15 3. McKinsey: 16 D. Competitive Advantage: 17 E. Analysis Conclusion: 17 V. MARKETING STRATEGY: 18 A. Where do we want to be? 18 B. Segmentation
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wish to sell their products to everyone, but it is not practical to do so. True False 5. The four Ps include product, promotion, planning, and place. True False ch01 6. Because thoughts, opinions, and philosophies are neither goods nor services, they cannot really be marketed. True False 7. The group of firms that makes and delivers a given set of goods and/or services is called a supply chain. True False 8. Value is what you get for what you give. True False
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Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management
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Chapter 1 Introduction Selling process involves making the customer understand what the product is and how can it be beneficial for the consumer. The process basically involves explaining the product feature and showing them the pros and cons. But when it involves selling a concept which hardly has anything tangible to show it turns out to be more troublesome. First understanding what a concept selling process is and then we understand it through an example of a concept called FTWZ (Free trade
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PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: •
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Table of Contents MODULE TITLE: SUSTAINABLE SUPPLY CHAIN - 1 - DESIGN AND OPERATION - 1 - 1.0) INTRODUCTION - 3 - 1.1) WHAT IS THE ISSUE? - 3 - 1.2) CURRENT STATE OF RESEARCH - 4 - 2.0) SUPPLY CHAIN MANAGEMENT (SCM) - 6 - 3.0) SUPPLY CHAIN OPTIMIZATION (SCO) - 7 - 4.0) SUPPLY CHAIN RESILIENCE (SCR) - 9 - 5.0) CAN SUPPLY CHAIN BE OPTIMIZED AND RESILIENT? - 10 - 5.1) CONCLUSION - 12 - 6.0) REFERENCES - 13 - 7.0) APPENDIX - 17 - 7.1) VULNERABILITY FACTORS - 17 - 7.2) CAPABILITY
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www.elsevier.com/locate/ijpe Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c
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HARD ROCK CAFE CASE STUDY OPERATIONS MANAGEMENT – HARD ROCK CAFE Submitted by: Orson Gonzales Louella Malapad Olivia Kristine Pakingan Kristofer Jon Valderama Rubenstein Vallo EXECUTIVE SUMMARY Hard Rock cafe has grown from a modest London pub to a global power in the restaurant business. From its humble beginnings to its current global position, Hard Rock was driven to success by a guided Operations Management. TABLE OF CONTENTS
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EXECUTIVE SUMMARY Even with all the money spent in handling the communications around a brand, so much of a consumer’s intellect of a brand comes through the retail experience. This is particularly true in a retail environment where ensuring brand and retail consistency can be more stimulating than with the manufacturing of products. The entire sense of the retail store strengthens the brand’s image of friendly, easy-to-use and stylish computer. Retail today has changed from selling a product or a
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issues and research advancements in supply chain risk management Ou Tang a,c, S. Nurmaya Musa a,b,n a Department of Management and Engineering, Link¨ping University, SE-581 83 Link¨ping, Sweden o o Department of Engineering Design and Manufacture, University of Malaya, 50603 Kuala Lumpur, Malaysia c School of Economics & Management, Tongji University, Shanghai 200092, PR China b a r t i c l e in fo Available online 3 July 2010 Keywords: Supply chain Risk management Citation/co-citation
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