Behind the Scenes at Apple's Supplier Foxconn:
Workers on Apple's production lines face long hours, low wages, harsh management, and unsafe conditions at Foxconn factories according to a report. Investigations found workers putting in 80-100 hours of overtime per month for wages as low as $190. Strict rules and punishments led to high stress. Explosions from aluminum dust exposed lack of safety protocols. While Foxconn and Apple made promises to improve conditions, investigations show the realities for workers remain difficult.
The document discusses working conditions at Foxconn factories in China that produce products for Apple. It notes that Foxconn illegally hired underage workers and employees often work long hours for low pay under poor conditions. Investigations found issues like wage deduction punishments, improper medical testing, and pollution violations at some suppliers. The CEO of Foxconn pledged to raise wages and improve conditions after multiple employee suicides at one factory.
Foxconn Technology Group is the world's largest electronics manufacturer and supplier to major tech companies like Apple. It employs over 900,000 workers in China, many of whom work in its massive Longhua factory complex where iPhones and iPads are produced. However, Foxconn's factories have faced significant controversy over harsh working conditions including long hours, low wages, forced overtime, health issues, and an oppressive management style. Improving conditions would require giving workers ways to voice concerns anonymously, stronger government protections for workers, stricter safety and health laws, corporate codes of conduct for suppliers, and better communication between workers and managers.
Foxconn is a major electronics contract manufacturer headquartered in Taiwan. It assembles around 40% of all consumer electronics products sold globally. Foxconn operates 13 factories across 9 Chinese cities and has additional factories in other parts of Asia, Europe, Mexico, and South America. Its largest factory is in Longhua, Shenzhen, China, known as "Foxconn City", which employs between 230,000 to 450,000 workers. While Foxconn provides significant cost savings and manufacturing capabilities for its major customers, which include Apple, Dell, and Microsoft, it has also faced extensive criticism over working conditions, including long hours, low pay, crowded dormitories, and reports of suicides among the workforce.
Foxconn is Apple's largest manufacturing partner. It operates 13 factories in China employing over 200,000 workers who often work 60 hours per week for $100 per month and live in company dorms. Foxconn and Apple have faced criticism for labor abuses like child labor, poor working conditions leading to employee suicides, and lack of safety precautions when using toxic chemicals. While these practices may be common in China, companies need to ensure their suppliers meet basic ethical standards to avoid negative publicity from competitors and activists exposing such unsavory practices.
Montreaux Chocolate aims to introduce a new line of premium dark chocolates in the US market. After generating 45 initial ideas and screening them down to 12 fruit-based concepts, they developed 4 refined dark chocolate concepts containing 70% cocoa with flavors like blueberry, pomegranate, and cranberry. These would be offered in a 3.5 oz candy bar and 5 oz stand-up pouch, priced at $4.49, and distributed through supermarkets, drug stores, and convenience stores nationwide. Market research with 200 consumers on each concept was positive, and Apollo's large size, growing market share, and focus on health positions them well to successfully launch this new product line.
Apple Inc. is an American technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and online services. Some of Apple's most popular products include the iPhone, iPad, Mac computers, and the iPod. Apple has over 46,000 employees worldwide and had annual sales of $65.23 billion in 2010. The company was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne and is currently planning to build a new campus to house up to 13,000 employees in Cupertino, California.
The document analyzes the ethics of the situation where the US government requested Apple unlock the iPhone of a terror suspect. Apple refused, citing privacy concerns. The document applies theories like extended cognition and deontology vs teleology to support Apple's position. It summarizes Apple and the US government's arguments, with Apple taking a teleological approach considering consequences, and the US government using a deontological justification of conforming to principles regardless of impact. Research cited extends the concept of cognition and privacy to data on devices.
The document describes a linear programming model to optimize a 3-month production schedule for two electronic components produced by Bollinger Electronics. The objective is to minimize total production, inventory, and changeover costs subject to machine, labor, storage and demand constraints. The optimal solution schedules maximum production in months 1 and 2 to minimize costs while meeting all demands and capacity limits. Linear programming is useful for efficiently solving complex multi-period production scheduling problems.
The document discusses working conditions at Foxconn factories in China that produce products for Apple. It notes that Foxconn illegally hired underage workers and employees often work long hours for low pay under poor conditions. Investigations found issues like wage deduction punishments, improper medical testing, and pollution violations at some suppliers. The CEO of Foxconn pledged to raise wages and improve conditions after multiple employee suicides at one factory.
Foxconn Technology Group is the world's largest electronics manufacturer and supplier to major tech companies like Apple. It employs over 900,000 workers in China, many of whom work in its massive Longhua factory complex where iPhones and iPads are produced. However, Foxconn's factories have faced significant controversy over harsh working conditions including long hours, low wages, forced overtime, health issues, and an oppressive management style. Improving conditions would require giving workers ways to voice concerns anonymously, stronger government protections for workers, stricter safety and health laws, corporate codes of conduct for suppliers, and better communication between workers and managers.
Foxconn is a major electronics contract manufacturer headquartered in Taiwan. It assembles around 40% of all consumer electronics products sold globally. Foxconn operates 13 factories across 9 Chinese cities and has additional factories in other parts of Asia, Europe, Mexico, and South America. Its largest factory is in Longhua, Shenzhen, China, known as "Foxconn City", which employs between 230,000 to 450,000 workers. While Foxconn provides significant cost savings and manufacturing capabilities for its major customers, which include Apple, Dell, and Microsoft, it has also faced extensive criticism over working conditions, including long hours, low pay, crowded dormitories, and reports of suicides among the workforce.
Foxconn is Apple's largest manufacturing partner. It operates 13 factories in China employing over 200,000 workers who often work 60 hours per week for $100 per month and live in company dorms. Foxconn and Apple have faced criticism for labor abuses like child labor, poor working conditions leading to employee suicides, and lack of safety precautions when using toxic chemicals. While these practices may be common in China, companies need to ensure their suppliers meet basic ethical standards to avoid negative publicity from competitors and activists exposing such unsavory practices.
Montreaux Chocolate aims to introduce a new line of premium dark chocolates in the US market. After generating 45 initial ideas and screening them down to 12 fruit-based concepts, they developed 4 refined dark chocolate concepts containing 70% cocoa with flavors like blueberry, pomegranate, and cranberry. These would be offered in a 3.5 oz candy bar and 5 oz stand-up pouch, priced at $4.49, and distributed through supermarkets, drug stores, and convenience stores nationwide. Market research with 200 consumers on each concept was positive, and Apollo's large size, growing market share, and focus on health positions them well to successfully launch this new product line.
Apple Inc. is an American technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and online services. Some of Apple's most popular products include the iPhone, iPad, Mac computers, and the iPod. Apple has over 46,000 employees worldwide and had annual sales of $65.23 billion in 2010. The company was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne and is currently planning to build a new campus to house up to 13,000 employees in Cupertino, California.
The document analyzes the ethics of the situation where the US government requested Apple unlock the iPhone of a terror suspect. Apple refused, citing privacy concerns. The document applies theories like extended cognition and deontology vs teleology to support Apple's position. It summarizes Apple and the US government's arguments, with Apple taking a teleological approach considering consequences, and the US government using a deontological justification of conforming to principles regardless of impact. Research cited extends the concept of cognition and privacy to data on devices.
The document describes a linear programming model to optimize a 3-month production schedule for two electronic components produced by Bollinger Electronics. The objective is to minimize total production, inventory, and changeover costs subject to machine, labor, storage and demand constraints. The optimal solution schedules maximum production in months 1 and 2 to minimize costs while meeting all demands and capacity limits. Linear programming is useful for efficiently solving complex multi-period production scheduling problems.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
Foxconn and Manufacturing India Impact and ImplicationsSanchit Kanwar
Foxconn, the world's largest electronics manufacturer, has announced plans to invest $2 billion over 10 years to set up 12 factories in India. This will help Foxconn diversify manufacturing away from China due to rising costs and shift to India, which offers a growing market, supportive government policies, and the potential to build a full ecosystem. However, Foxconn will face challenges in India such as poor infrastructure and difficulties acquiring land. The investment could significantly boost India's electronics sector but may also hurt small businesses and jobs may not materialize as promised in the past.
This document provides a strategic analysis of Best Buy Company. It begins with an overview of Best Buy's transformation efforts in 2012 to reverse declining sales and profit margins. It then reviews Best Buy's internal issues across key functions like distribution, marketing, sales and customer service. An external analysis identifies factors in Best Buy's highly competitive environment with very high rivalry and buyer bargaining power. The analysis concludes with recommendations to address critical issues like inventory management and showrooming, such as creating an in-store pickup partnership with Amazon and introducing a Best Buy loyalty club.
Values-based Candidate Selection at LinkedIn One Hiring Managers ApproachAbhishek Agarwal
This case discusses the hiring process at LinkedIn and how they ensure new employees fit the company's values and culture. It introduces Ryan Giles, a LinkedIn hiring manager, who poses an interview question to an internship candidate, Lindsay Reed. In the question, Lindsay is asked what she would do if a manager told her about an employee whose infant was in the ICU an hour from home during an important meeting. Lindsay responds that as LinkedIn values managing compassionately, she would have another team member help the employee by providing financial or emotional support, while she stayed in the meeting. This recommendation reflects LinkedIn's core values of putting members first and maintaining relationships, while acting like an owner when quick decisions are needed.
Aava is a natural mineral water company based in Ahmedabad, India. It has the largest market share in Western India and is looking to expand across the country. The company sources its water from the Aravali Mountains and bottles it using pharmaceutical-grade clean room technology. Aava primarily serves institutional clients like airlines and hotels but is working to expand its retail presence. It has a centralized organizational structure and fully automated bottling facility. The company leverages its source location to have lower transportation costs compared to competitors.
This Presentation describes the different strategies used by Apple in the International market, across the globe. Slides would be very useful to the students of International Business.
Case Analysis - Ikea and Child Labour
This paper builds on the class discussion of the case:
Bartlett, C. (2006). IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor, by, Case Study from the Harvard Business School, No. 9-906-414
This paper outlined the issues raised by child labour in the supply chain, placing it in the context of international conventions related to child labour. The discussion are about the following topics: Is child labour always a bad thing? If IKEA does discover child labour in its supply chain, what options does it have to deal with it? How can it work with international stakeholders to prevent any future likelihood of child labour?
Case analysis-sonoco-products-company(1)Sumit Prakash
This document provides a case study analysis of Sonoco Products Company and its efforts to revise its corporate strategy and human resources function to remain competitive in the changing packaging industry. It outlines challenges Sonoco faced such as stagnating returns, high debt, and an ineffective HR function. The analysis uses the 7S framework to examine issues like Sonoco's business strategy, organizational structure, systems, staffing, skills, and shared values. It identifies a need for Sonoco to realign these elements to support a new growth strategy focusing on customer solutions and global expansion.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
ITC Limited is an Indian conglomerate headquartered in Kolkata, West Bengal. It was founded in 1920 as Imperial Tobacco Company and has diversified into FMCG, hotels, paperboards, packaging, and agribusiness. The presentation discusses ITC's performance management system, including its vision to be one of India's most valuable corporations through world-class performance. ITC's FMCG division includes tobacco, personal healthcare, lifestyle retailing, food, stationery, matches, and incense sticks. The performance management cycle at ITC consists of four main steps: plan, act, monitor, and review.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
Cottle taylor : Expanding the oral care group in india case studyBonny V Pappachan
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Maruti Suzuki Labour Unrest at Manesar PlantShubham Mongia
Maruti Suzuki workers went on strike in July 2012 at the Manesar plant, demanding a five-fold salary increase and improved benefits. Approximately 2000 workers participated in the illegal strike, costing the company Rs. 6 billion. The strike was caused by differences in salary, harsh working conditions, an emphasis on contract workers, and lack of communication between workers and management. In response, Maruti Suzuki fired 500 workers, imposed a lockout without pay, and moved to de-recognize the workers union. Better industrial relations may have prevented the conflict through improved policies, worker treatment, and grievance procedures.
Dell is a leading provider of servers in the B2B market, headquartered in Round Rock, Texas. It pioneers the direct sales model and was the first company to record $1 million in online sales. Dell's PowerEdge servers are designed for medium to large businesses and offer affordable performance, reliability, and upgradability. While Dell faces increased competition from IBM and HP, it utilizes a low-cost leadership strategy and focuses on meeting customers' specific needs through mass customization and a variety of marketing strategies to continue growing its server business. The document recommends that Dell enhance customer support, offer data backup capabilities, and increase advertising and showrooms to further engage corporate clients.
A Study under Prof. James Hogan for understanding Apple’s Supply Chain with focus on Apple iPhone, supplier selection and global supply chain management.
Nokia began in the late 19th century making paper and rubber products, eventually expanding into cable, electronics, and telecommunications. It launched the first international cellular network in 1981 and helped establish the GSM standard in 1987. Nokia dominated the mobile phone market in the late 1990s and early 2000s. However, it failed to keep up with smartphone innovation from Apple and Google. After several leadership and strategy changes, Nokia's market share declined dramatically and it sold its mobile phone business to Microsoft in 2013.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
Apple has continued to succeed under Tim Cook's leadership by launching innovative new products and addressing new challenges. Cook strengthened Apple's supply chain and culture while continuing Jobs' vision. New devices like the iPhone 6S/6S Plus and iPad Pro drove growth despite competition from Android and Chinese manufacturers. While Google Play now has more apps and Xiaomi rises in China, Apple remains focused on design, user experience, and integrating sustainability into its business under Cook's leadership.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Foxconn is a large manufacturing company that produces items for Apple and other technology companies. While Foxconn offers employment to many, the working and living conditions they provide have faced criticism, with long hours, strict rules, and health and safety issues reported. In 2010, a series of suicides among Foxconn workers sparked renewed scrutiny of its practices. There remains an ongoing debate around balancing fast production needs while also improving conditions for Foxconn employees.
The document summarizes protests and investigations conducted by Students and Scholars Against Corporate Misbehavior (SACOM) regarding working conditions at factories operated by Foxconn in China that produce electronics for Apple. It notes that there were 14 reported suicides at Foxconn factories in 2010 which prompted SACOM's campaigning efforts, including protests at Foxconn headquarters and Apple stores. SACOM also released investigative reports on various Foxconn plants in China finding issues with wages and living conditions. SACOM works with partner organizations to pressure Apple and Foxconn to improve conditions for workers in their supply chain.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
Foxconn and Manufacturing India Impact and ImplicationsSanchit Kanwar
Foxconn, the world's largest electronics manufacturer, has announced plans to invest $2 billion over 10 years to set up 12 factories in India. This will help Foxconn diversify manufacturing away from China due to rising costs and shift to India, which offers a growing market, supportive government policies, and the potential to build a full ecosystem. However, Foxconn will face challenges in India such as poor infrastructure and difficulties acquiring land. The investment could significantly boost India's electronics sector but may also hurt small businesses and jobs may not materialize as promised in the past.
This document provides a strategic analysis of Best Buy Company. It begins with an overview of Best Buy's transformation efforts in 2012 to reverse declining sales and profit margins. It then reviews Best Buy's internal issues across key functions like distribution, marketing, sales and customer service. An external analysis identifies factors in Best Buy's highly competitive environment with very high rivalry and buyer bargaining power. The analysis concludes with recommendations to address critical issues like inventory management and showrooming, such as creating an in-store pickup partnership with Amazon and introducing a Best Buy loyalty club.
Values-based Candidate Selection at LinkedIn One Hiring Managers ApproachAbhishek Agarwal
This case discusses the hiring process at LinkedIn and how they ensure new employees fit the company's values and culture. It introduces Ryan Giles, a LinkedIn hiring manager, who poses an interview question to an internship candidate, Lindsay Reed. In the question, Lindsay is asked what she would do if a manager told her about an employee whose infant was in the ICU an hour from home during an important meeting. Lindsay responds that as LinkedIn values managing compassionately, she would have another team member help the employee by providing financial or emotional support, while she stayed in the meeting. This recommendation reflects LinkedIn's core values of putting members first and maintaining relationships, while acting like an owner when quick decisions are needed.
Aava is a natural mineral water company based in Ahmedabad, India. It has the largest market share in Western India and is looking to expand across the country. The company sources its water from the Aravali Mountains and bottles it using pharmaceutical-grade clean room technology. Aava primarily serves institutional clients like airlines and hotels but is working to expand its retail presence. It has a centralized organizational structure and fully automated bottling facility. The company leverages its source location to have lower transportation costs compared to competitors.
This Presentation describes the different strategies used by Apple in the International market, across the globe. Slides would be very useful to the students of International Business.
Case Analysis - Ikea and Child Labour
This paper builds on the class discussion of the case:
Bartlett, C. (2006). IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor, by, Case Study from the Harvard Business School, No. 9-906-414
This paper outlined the issues raised by child labour in the supply chain, placing it in the context of international conventions related to child labour. The discussion are about the following topics: Is child labour always a bad thing? If IKEA does discover child labour in its supply chain, what options does it have to deal with it? How can it work with international stakeholders to prevent any future likelihood of child labour?
Case analysis-sonoco-products-company(1)Sumit Prakash
This document provides a case study analysis of Sonoco Products Company and its efforts to revise its corporate strategy and human resources function to remain competitive in the changing packaging industry. It outlines challenges Sonoco faced such as stagnating returns, high debt, and an ineffective HR function. The analysis uses the 7S framework to examine issues like Sonoco's business strategy, organizational structure, systems, staffing, skills, and shared values. It identifies a need for Sonoco to realign these elements to support a new growth strategy focusing on customer solutions and global expansion.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
ITC Limited is an Indian conglomerate headquartered in Kolkata, West Bengal. It was founded in 1920 as Imperial Tobacco Company and has diversified into FMCG, hotels, paperboards, packaging, and agribusiness. The presentation discusses ITC's performance management system, including its vision to be one of India's most valuable corporations through world-class performance. ITC's FMCG division includes tobacco, personal healthcare, lifestyle retailing, food, stationery, matches, and incense sticks. The performance management cycle at ITC consists of four main steps: plan, act, monitor, and review.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
Cottle taylor : Expanding the oral care group in india case studyBonny V Pappachan
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Maruti Suzuki Labour Unrest at Manesar PlantShubham Mongia
Maruti Suzuki workers went on strike in July 2012 at the Manesar plant, demanding a five-fold salary increase and improved benefits. Approximately 2000 workers participated in the illegal strike, costing the company Rs. 6 billion. The strike was caused by differences in salary, harsh working conditions, an emphasis on contract workers, and lack of communication between workers and management. In response, Maruti Suzuki fired 500 workers, imposed a lockout without pay, and moved to de-recognize the workers union. Better industrial relations may have prevented the conflict through improved policies, worker treatment, and grievance procedures.
Dell is a leading provider of servers in the B2B market, headquartered in Round Rock, Texas. It pioneers the direct sales model and was the first company to record $1 million in online sales. Dell's PowerEdge servers are designed for medium to large businesses and offer affordable performance, reliability, and upgradability. While Dell faces increased competition from IBM and HP, it utilizes a low-cost leadership strategy and focuses on meeting customers' specific needs through mass customization and a variety of marketing strategies to continue growing its server business. The document recommends that Dell enhance customer support, offer data backup capabilities, and increase advertising and showrooms to further engage corporate clients.
A Study under Prof. James Hogan for understanding Apple’s Supply Chain with focus on Apple iPhone, supplier selection and global supply chain management.
Nokia began in the late 19th century making paper and rubber products, eventually expanding into cable, electronics, and telecommunications. It launched the first international cellular network in 1981 and helped establish the GSM standard in 1987. Nokia dominated the mobile phone market in the late 1990s and early 2000s. However, it failed to keep up with smartphone innovation from Apple and Google. After several leadership and strategy changes, Nokia's market share declined dramatically and it sold its mobile phone business to Microsoft in 2013.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
Apple has continued to succeed under Tim Cook's leadership by launching innovative new products and addressing new challenges. Cook strengthened Apple's supply chain and culture while continuing Jobs' vision. New devices like the iPhone 6S/6S Plus and iPad Pro drove growth despite competition from Android and Chinese manufacturers. While Google Play now has more apps and Xiaomi rises in China, Apple remains focused on design, user experience, and integrating sustainability into its business under Cook's leadership.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Foxconn is a large manufacturing company that produces items for Apple and other technology companies. While Foxconn offers employment to many, the working and living conditions they provide have faced criticism, with long hours, strict rules, and health and safety issues reported. In 2010, a series of suicides among Foxconn workers sparked renewed scrutiny of its practices. There remains an ongoing debate around balancing fast production needs while also improving conditions for Foxconn employees.
The document summarizes protests and investigations conducted by Students and Scholars Against Corporate Misbehavior (SACOM) regarding working conditions at factories operated by Foxconn in China that produce electronics for Apple. It notes that there were 14 reported suicides at Foxconn factories in 2010 which prompted SACOM's campaigning efforts, including protests at Foxconn headquarters and Apple stores. SACOM also released investigative reports on various Foxconn plants in China finding issues with wages and living conditions. SACOM works with partner organizations to pressure Apple and Foxconn to improve conditions for workers in their supply chain.
This document is the marketing presentation by Team Carnegie for Foxconn India. It provides a company profile of Foxconn, highlighting its beginnings in China in 1974 and current operations in India including a $5 billion investment in Maharashtra and factories in Andhra Pradesh. It then performs a PESTEL analysis on Foxconn India covering the political, economic, social, technological, environmental and legal factors influencing the company.
Ethical and unethical business practicesPooja Lilani
An Infosys employee provided testimony to a US Senate subcommittee alleging unethical practices by Infosys related to visa fraud. The employee accused Infosys of intentionally violating visa and tax laws to increase revenues. Specifically, he said Infosys used B-1 visas to bring relatively inexperienced Indian workers to the US for projects instead of H-1B visas. Infosys then charged US client rates but paid the workers lower Indian salaries without paying US taxes. Infosys denied the allegations. The testimony has led to a probe by US authorities into Infosys' visa practices.
Foxconn is a major electronics manufacturer with over 920,000 employees living and working in crowded conditions. In the last year there were 12 reported suicides among Foxconn workers, highlighting stressful working environments with long hours, redundant tasks, and cramped living quarters. While the company's founder expects hard-working employees, workers have expressed dissatisfaction with their jobs, though Foxconn is hoping to improve conditions through changes like a feedback system and allowing time off to reduce stress and improve performance.
This document discusses how unconventional thinkers like Steve Jobs and engineers at Apple push boundaries and drive innovation through products like the iMac, iPod, iPhone, and iPad, despite not always following rules. It notes that Apple was founded in 1976 and is now a multinational corporation worth over $222.1 billion that encourages thinking differently through its slogan asking where people want to go today.
This document is a class submission on the topic of unethical business practices. It was submitted to Girish Bhawnani on July 16, 2012 by Hemant Chaudhari for the class "Business Ethics" which is part of the third semester. The document then lists the names and roll numbers of students in the class. It goes on to define business ethics, discuss basic questions related to business ethics, and provide examples of unethical business practices and their costs. It also examines the differences between legal and personal ethics, and how ethical issues originate and spread at the individual, organizational and societal levels.
The document provides an overview of corporate social responsibility (CSR) through a presentation by R.K. Sahoo on August 14, 2012. It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The presentation discusses the importance of CSR and outlines how companies can integrate the principles of CSR, such as by respecting human rights, protecting the environment, and contributing to local communities.
The document discusses potential future scenarios and corporate groupings in the display industry. It summarizes recent developments, including:
- Samsung merging its LCD businesses into a new company called Samsung Display Corporation.
- Rumors of a potential three-way OLED TV alliance between Panasonic, Sony, and AUO.
- Hon Hai Precision Industry (Foxconn) taking a 46% stake in a joint venture with Sharp's Sakai subsidiary, as part of Terry Guo's efforts to strengthen relationships with Apple.
- The challenges facing Sharp, including discussions around potential outcomes like restructuring, government bailout, or being purchased by Chinese companies.
This document provides an overview and analysis of the display industry in 2014 and projections for 2015. It summarizes that 2014 was a reasonable year for profits but the industry has historically destroyed value. It also notes that the pivot to LCD displays is largely complete while the pivot to OLED displays for mobile is just beginning. The document predicts that 2015 will be a tough year with price pressures in China where significant new capacity is being added.
Sharp and Foxconn from displays perspectiveIan Hendy
Foxconn would benefit from acquiring Sharp's display business for several reasons:
1) Sharp has expertise in technologies like IGZO and LTPS that could help Foxconn move into higher-end displays.
2) Sharp's small and medium-sized panel production would complement Foxconn's current display capacity which is weaker in these areas.
3) Acquiring Sharp's factories and engineers would give Foxconn more control over its display supply chain and ability to ramp up capacity, which is important as future investment is moving to China.
Users on social media platforms like Facebook and YouTube can feel their self-worth is tied to metrics like the number of friends, invites, views, comments, and subscribers they receive. Everything and everyone may eventually receive online ratings that influence how they are perceived. Platforms leverage these ratings of users as a type of "worth" or new form of currency within the digital economy.
1. The document discusses Apple's supply chain controversies in China, specifically regarding their supplier Foxconn. Foxconn was found to violate labor laws and Apple's supplier code of conduct through unsafe working conditions, low wages, and excessive overtime.
2. Apple responded by increasing audits of suppliers from 39 in 2007 to 640 in 2015. When Foxconn refused to comply with corrective actions, Apple ended their contract with Foxconn in 2013.
3. The document argues that while some criticized Apple's response as too slow, Apple took ethical steps to address issues through corrective action plans and education programs for workers, and ultimately shifted suppliers when Foxconn did not improve conditions.
International Finance - Foxconn Investment in IndiaAnimesh Dalakoti
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
This document analyzes Apple Inc. as a company. It discusses Apple's business model, financial performance from 2011-2014 showing increasing revenue and profits. It also analyzes Apple's strengths, weaknesses, opportunities and threats. The document then examines Apple's business from microeconomic and macroeconomic perspectives and how factors like demand, market structure, and the global economy impact Apple. Finally, it outlines Apple's corporate social responsibility efforts regarding the environment, ethics and working conditions in its supply chain.
An introductory lecture in ideological analysis of media, covering works of Marx, Gramsci, Adorno & Horkheimer, Hall, given to BA-1 students at the Erasmus University Rotterdam
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https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Behind the Scene of Apple:
Workers on the production line of
Foxconn
Students & Scholars Against
Corporate Misbehaviour
Chan Sze Wan, Debby
11 April 2012
2. About SACOM
established in June 2005
monitor working conditions at brands’
suppliers in China
aim to link international consumer campaign
with labour movement in China
comprised of university students, scholars
and activists
A protest outside an Apple authorized store in Hong Kong (May 2011)
3. Investigations
Investigations at the brands’ supplier like Foxconn,
Flextronics, Wintek and Celestica
Research methodology: off-site interview
Recent reports on electronics industry:
- Workers as Machines: Military Management in Foxconn
(October 2010)
- More Workers are Poisoned by Apple (October 2010)
- Game Console and Music Player Production in China
(with makeITfair, February 2011)
- Foxconn and Apple Fail to Fulfill Promises:
Predicaments of Workers after the Suicides (May 2011)
- iSlave behind the iPhone (September 2011)
Video: The Truth of the Apple iPad Behind Foxconn’s
Lies (June 2011)
4. Foxconn (Hon Hai Precision Industries Ltd)
CEO: Terry Gou Tai Ming
Founded in 1974 in Taiwan
Set up first factory in China in 1988
The world’s largest IT manufacturer
Ranks 60th among Global Fortune 500 Companies
(2011)
Workforce: 1.2 million (2011)
Clients: Apple, Nokia, HP, Dell, Sony, Microsoft,
Motorola, etc.
5. Estimated workforce
Zhengzhou in China: 1 million
Chengdu
(2011)
Shenzhen, Chengdu
and Zhengzhou are
the major production
sites for Apple
products
Shenzhen
Source: Caixin
6. Series of suicides put Foxconn
under the spotlight
At least 18 suicide
attempts of Foxconn
workers in 2010
14 workers died and 4
survived
Those who died were
young workers
between 17 and 25
years old.
7.
8. Foxconn’s Response
Terry Gou apologized and promised to prevent the
tragedies
management attributed suicides to personal issues, e.g.
romantic troubles, family problems and loneliness
Source: Xinhua / Chen Yehua
9. No-suicide pact Prior to June 2010:
Cancellation of humanitarian Monthly basic salary: CNY
aid to victim’s family 900 (USD 143)
Care centre Monthly overtime work:
Workers’ hotline 100-120 hours
Safety mesh In June 2010:
Wage increase Foxconn raised the salary
Overtime work control of production workers to
Cease recruiting new workers CNY 1200 (USD 190).
Psychological test for new Control monthly overtime
workers to 80 hours.
No-suicide pact issued by
Foxconn in May 2010
10. Safety mesh and wire
net are installed in all
buildings of Foxconn
in Shenzhen, inside
and outside the
campus.
11. Apple Defended Foxconn
You go in this place
[Foxconn] and it's a factory
but, my gosh, they've got
restaurants and movie
theatres and hospitals and
swimming pools. For a
factory, it's pretty nice.
Source: BBC
12. Case Study:
Foxconn in Chengdu
Basic facts:
2 campuses: (1) southern plant: Chengdu High-Tech Comprehensive
Bonded Zone; and; (2) northern plant: Chengdu Import/Export
Processing Zone
Estimated workforce: 100,000 (as of November 2011)
Product: iPad
Operation since October 2010
Northern campus of Foxconn
13. Working Conditions: Wages
Change of wage structure at Foxconn
Feb 2011 Mar 2011 Mar 2012
Monthly basic 950 (USD 146) 1300 (USD 206) 1550 (USD 246)
salary
Food allowance 240 (USD 37) - -
Housing 110 (USD 17) - -
allowance
Total 1300 (USD 206) 1300 (USD 206) 1550 (USD 246)
Food price increased by 13% in 2011.
Source: Chengdu Daily, http://www.cdrb.com.cn/html/2012-01/13/content_1479731.htm.
14. Overall salary of workers is about CNY 2000-2500 (USD
317-396) per month.
Workers have to pay CNY 110/mth (USD 17) for
dormitory.
And have to pay CNY 300-400 (USD 48-63) per month
for buying food in the canteen.
The wage level is the same or even less before the pay
rise.
15. Working hours
Excessive & forced overtime: 80-100 hours (legal limit
for OT work: 36 hours per month)
10 hours a day; 6-day workweek
Punishment imposed if workers decline OT
Unpaid work assembly
This pay slip showed total overtime work
of a worker in March 2011 was 98 hours.
16. Foxconn has promised to reduce overtime work to 36
Working hours diminished, but workload increased
hours per month by 2011. Apparently, it is an empty
promise.
Mar 2011 Feb 2012
Regular working hours per month 174 hours 174 hours
Working hour 10 hours 10 hours
Weekday per week 6-7 days 5-6 days
Overtime per month 80-100 hours 40-60 hours
17. A typical day for Foxconn workers
06:45 Wake up
07:15 Queue up for bus
07:40 Arrive at Foxconn (breakfast and punch work card)
08:10 Work assembly
08:30 Work shift begins
11:20 Lunch
12:20 Work shift resumes
17:20 Dinner
18:20 Overtime shift begins
20:20 Work shift ends
21:00 Arrive at dormitory
18. Many workers share the same feeling: “life in
Foxconn is work, eat and sleep.”
Source: SOMO
19. Management
“Military training” for most of the new workers
Depressing working environment
Demanding production target
Inhumane punishment, e.g. writing confession letter
Scolding workers is a norm
“military training” in the southern campus
20. Work pressure and humiliation are norms
Workers’ experiences in other Foxconn’s plants
Xiao Dong in Longhua campus did not go to work on Saturday
without permission from the supervisor. She was punished to
write confession letter. In addition, she had to load 3000
boxes per day as the price of “work stoppage”.
Mr. Liu from Zhengzhou campus was sent to Longhua for
“training”. In the first 2 weeks, he undergone “military training”
with dozens of others. They had to stand under the hot sun for
hours and deprived of water.
A group of female workers in Zhengzhou campus told all the
workers on the production line had to copy the quotations of
the CEO for 2 hours after work because there were many
defective products found.
21. Foxconn CEO Terry Gou’s quotations
Terry Gou’s quotations are his wisdom and philosophy
of work
A harsh environment is a good thing.
Hungry people have especially clear minds.
Devil is in the details.
A successful person looks for method, a failure
person look for excuse.
Outside the laboratory, there is no high-technology,
only execution of discipline.
22. Insulting words from frontline management
“The pigs can only give birth to the brainless.”
“Why are you so stupid? Do you deliberately cause
trouble to me? If you make the same mistake, you can
get out from here immediately!”
“If you cannot get used to this little hardship, you can get
out immediately. Foxconn has plenty of workers.”
“If you were smart, you would get a job in the office. Yet,
you are dull so you have to work on the production line!”
23. Occupational Health and Safety
No pre-post training on occupational
safety.
Workers do not know what chemicals are
in use.
Workers regularly exposed to aluminum
dust
Inadequate personal protective equipment
No on-post health examination and after
A worker from the workers leave the post
polishing department
has just taken off his
gloves. However, his
hands are still covered
by dust.
24. Cases
Explosion in Foxconn plant in Chengdu (killed 4 workers,
injured 18)
SACOM issued a report on 6 May 2011 and documented
the problems of aluminium dust.
2 days before the explosion, Foxconn denied there were
problems on work safety in a statement.
The forehead of the worker is covered by aluminium dust.
25. Workers have to work in the factory which is still under
construction.
Basic facilities are not ready, e.g.
canteen, toilet and lighting
Full of dust and many
construction vehicles passing by Southern campus of
Foxconn in Chengdu
26. Student Workers
Arrival of student workers
Non-compliance of the
Regulation on the
Management of Secondary
Vocational School Student
Placement
So-called internship is
irrelevant with the students’
studies
De facto workers rather than
“interns”
Some cases of forced
internship were found
27. Food, dormitory and transportation
Bad food, workers usually buy food from vendors
Dormitory in remote area; 20-30 min. away from factory
Limited bus services
Harsh management methodology extends to dormitory,
e.g. electrical appliances like hair dryer is prohibited
Tight security in in the dormitories
Tight security the dormitories
28. Trade Union
Workers do not trust the union.
Workers do not know how the union was formed nor its function.
Union resembles the PR department of Foxconn.
Anti-suicide rally at
Foxconn in June 2010.
Source: AP / Kin Cheung
29. Story of Tian Yu – a survivor of
an suicide attempt
A 17-year-old when she
jumped from the dormitory
building
survived with a paralysed body
as a new worker, she was
always blamed
could not receive her salary in
the first month
Her father exclaimed, “there is
a close relationship between
Tian Yu’s suicide and the
military-style management, the
indifferent corporate culture,
and the intense work pressure.”
30. Is Foxconn the only one to be
blamed?
Apple and other buyers
have representatives at
Foxconn
Have obligations to
comply with their code of
conducts and local labour
laws
Apple and other brands
get the lion’s share of
profits
31. Profit distribution between Apple and Foxconn
Breakdown of the iPhone 4
Selling price at USD 600
Materials: USD 187.51
Miscellaneous: USD 45.95
Assembly: USD 6.54
Profit: USD 360
The manufacturing Manufacturing cost of the iPhone 4S is
cost for an iPhone USD 8.
and an iPad is 1% Manufacturing cost of the new iPad is
and 1.6% of the USD 10.
selling price
respectively. Source: iSuppli; New York Times
32. Apple has the capacity to increase the unit price to provide
Source: Tim Culpan, “Apple Profit Margins Rise at Foxconn’s Expense: Chart of the
a living wage for workers.
Day”, Bloomberg, 4 Jan 2012.
33. Can FLA be a solution?
FLA report points out the labour rights violations at
Foxconn
- underpayment, excessive overtime, negligence in work safety and
company-controlled union
Downplays the issues of harsh management and forced
internship
Avoids highlighting the role of Apple
Cannot enforce the recommendations
34. Demands from SACOM
Reviewing management methodology.
Providing a living wage for workers: brands,
including Apple, have to raise the unit price when
placing orders.
Ending the abusive use of student workers.
Collaborating with experts to prevent occupational
diseases and ensure work safety.
Providing compensation for workers for the breach
of code of conduct.
Reforming trade unions.