The document discusses various analysis methods that can be used to help a company called "Cube de Luxe" anticipate competitors and make decisions.
Text mining and mapping helped identify key competitors and their market strategies. Social network analysis revealed influential researchers and executives. Benchmarking compared competitors. PEST-EL and trends analysis provided context on market potentials. SWOT, value chain and financial analysis offered insights into strengths, weaknesses and investment capacities. War games and scenario analysis explored strategic options and competitor reactions. In the end, no single method was sufficient, and adapting multiple methods was necessary to gain the information needed for decision-making under market pressures and time constraints.
The document summarizes the services of the UPC Research Valorization Unit in Barcelona, which aims to encourage and facilitate the protection, valorization, and transfer of UPC research results to companies and institutions. The unit provides various services to assess research projects, protect intellectual property, help find licensees, support commercialization, and provide statistics on projects assessed, patents applied for, startups created, and technologies licensed since 1998. It also describes the UPC Innovative valorization process and examples of startups supported by the program.
ECIA - Presentation by Edgar Garcia Casellas (Barcelona 6 juny 2013)ECIAonline
Presentations of the ECIA's Policy Learning Platform meeting on June 5th and 6th, 2013 in Barcelona. The conference focused on Access to Finance.
The European Creative Industries Alliance (ECIA): http://www.eciaplatform.eu/
The document discusses benefit-cost analysis, which is a decision-making tool used to systematically evaluate the costs and benefits of public projects. It describes how to identify and quantify the social benefits and costs of a project in monetary terms to determine if the benefits outweigh the costs. The benefit-cost ratio and net benefit-cost ratio are introduced as metrics to evaluate projects, with ratios above 1 indicating an economically viable project. Examples are provided to demonstrate calculating these ratios and using incremental analysis for mutually exclusive projects.
The document discusses internal rate of return (IRR) and cost of capital. IRR is the discount rate that makes the net present value of all cash flows from a project equal to zero. The higher a project's IRR, the more desirable it is. However, IRR can sometimes conflict with net present value calculations for mutually exclusive projects. Cost of capital refers to the minimum rate of return a firm must earn on its investments. It is calculated as the return at zero risk plus premiums for business risk and financial risk. There are conceptual controversies regarding the relationship between cost of capital and capital structure as well as the use of historic versus future costs in decision making.
This document discusses the benefit-cost ratio method for evaluating investment projects. It defines benefits, disbenefits, and costs from the owner's perspective in monetary terms. The benefit-cost ratio is calculated as the total benefits minus disbenefits divided by the total costs. Projects with a ratio of 1 or higher are acceptable, as the benefits outweigh the costs. An example compares two road construction options, calculating the present value of costs and benefits over different time horizons to determine the preferred project has the higher benefit-cost ratio.
This document provides examples and explanations for conducting benefit-cost analysis to evaluate engineering projects and alternatives. It defines the key steps and techniques in benefit-cost analysis including identifying project benefits and costs, quantifying them, discounting cash flows, and calculating the benefit-cost ratio. Examples are provided to demonstrate computing benefit-cost ratios, incremental analysis, and selecting the alternative with the highest ratio or most desirable increment above 1 to indicate project acceptance.
The document discusses the importance of engineering economy in decision making for individuals, businesses, and government agencies. Engineering economy provides quantitative analysis techniques to evaluate and compare the costs and benefits of project alternatives over time. It helps structure the estimates needed to evaluate alternatives and select the most economically favorable option based on metrics like present worth, rate of return, and benefit-cost ratio.
The document summarizes the services of the UPC Research Valorization Unit in Barcelona, which aims to encourage and facilitate the protection, valorization, and transfer of UPC research results to companies and institutions. The unit provides various services to assess research projects, protect intellectual property, help find licensees, support commercialization, and provide statistics on projects assessed, patents applied for, startups created, and technologies licensed since 1998. It also describes the UPC Innovative valorization process and examples of startups supported by the program.
ECIA - Presentation by Edgar Garcia Casellas (Barcelona 6 juny 2013)ECIAonline
Presentations of the ECIA's Policy Learning Platform meeting on June 5th and 6th, 2013 in Barcelona. The conference focused on Access to Finance.
The European Creative Industries Alliance (ECIA): http://www.eciaplatform.eu/
The document discusses benefit-cost analysis, which is a decision-making tool used to systematically evaluate the costs and benefits of public projects. It describes how to identify and quantify the social benefits and costs of a project in monetary terms to determine if the benefits outweigh the costs. The benefit-cost ratio and net benefit-cost ratio are introduced as metrics to evaluate projects, with ratios above 1 indicating an economically viable project. Examples are provided to demonstrate calculating these ratios and using incremental analysis for mutually exclusive projects.
The document discusses internal rate of return (IRR) and cost of capital. IRR is the discount rate that makes the net present value of all cash flows from a project equal to zero. The higher a project's IRR, the more desirable it is. However, IRR can sometimes conflict with net present value calculations for mutually exclusive projects. Cost of capital refers to the minimum rate of return a firm must earn on its investments. It is calculated as the return at zero risk plus premiums for business risk and financial risk. There are conceptual controversies regarding the relationship between cost of capital and capital structure as well as the use of historic versus future costs in decision making.
This document discusses the benefit-cost ratio method for evaluating investment projects. It defines benefits, disbenefits, and costs from the owner's perspective in monetary terms. The benefit-cost ratio is calculated as the total benefits minus disbenefits divided by the total costs. Projects with a ratio of 1 or higher are acceptable, as the benefits outweigh the costs. An example compares two road construction options, calculating the present value of costs and benefits over different time horizons to determine the preferred project has the higher benefit-cost ratio.
This document provides examples and explanations for conducting benefit-cost analysis to evaluate engineering projects and alternatives. It defines the key steps and techniques in benefit-cost analysis including identifying project benefits and costs, quantifying them, discounting cash flows, and calculating the benefit-cost ratio. Examples are provided to demonstrate computing benefit-cost ratios, incremental analysis, and selecting the alternative with the highest ratio or most desirable increment above 1 to indicate project acceptance.
The document discusses the importance of engineering economy in decision making for individuals, businesses, and government agencies. Engineering economy provides quantitative analysis techniques to evaluate and compare the costs and benefits of project alternatives over time. It helps structure the estimates needed to evaluate alternatives and select the most economically favorable option based on metrics like present worth, rate of return, and benefit-cost ratio.
Marketing And Integrated Marketing Communications StrategyRachel Phillips
Advantage Kayaks is a small boutique kayak manufacturer that has experienced growth over 10 years. It is seeing increased competition and wants to expand by hiring another employee. The company's management team has requested a strategic marketing and integrated marketing communications plan to help guide future objectives. The plan will analyze the current market situation and future goals to develop a clear strategy.
E-Trade Financial Corporation Case StudyRachel Davis
The document discusses E-Trade Financial Corporation and provides a case study analysis. It revises E-Trade's vision and mission statements, and develops a SWOT analysis. Recommendations are provided for moderate and optimistic scenarios, suggesting E-Trade upgrade its technology infrastructure to handle increased demand. Under pessimistic conditions, a more competitive environment may emerge, potentially leading to performance declines.
GCF - Présentation Media, Culture & Entertainment - 1222_.pdfHlnePEYRUSQUE
- Preparation of documents
- Administrative tasks
- Organization of meetings
Senior Advisor:
- 20+ years experience in M&A advisory
- Expertise in Media & Entertainment sector
- International network of investors & companies
- Management of transactions from A to Z
Servais
Advisor:
- 10+ years experience in M&A advisory
- Expertise in Technology & Digital sectors
- International deals experience
- Financial modeling & business plans
Maxime
Advisor:
- 5+ years experience in M&A advisory
- Expertise in Luxury & Consumer sectors
- International network in Asia
- Financial due diligences
Marine
GCF - Présentation Media, Culture & Entertainment - 1022.pdfLucas518833
This document provides an overview of market and M&A trends in the media, culture, and entertainment sector. It discusses the strong growth of the global market after recovering from declines in 2020. Popular investment trends include digital advertising, OTT videos, and unequal internet access. Recent M&A transactions are presented for media companies. The document outlines the methodology and expertise of GEREJE Corporate Finance in advising clients in this sector, including their international presence and access to investors.
IF Post Covid-19 Marketing and brand building in a new world-part 5Jacques Erasmus
This document discusses marketing and brand building strategies in a post-Covid world. It outlines 5 key areas of focus: revisiting brand foundations, auditing objectives, budget optimization, industry trend analysis, and ideation/innovation. Crises can drive innovation, and the pandemic offers an opportunity to gain ground on competitors through understanding customer transformations, thinking locally, encouraging creativity, delivering new experiences, and focusing on sustainability. Future revenue streams may come from technology, data/AI marketing, digital tactics, and partnerships. Marketers face short-term tactical challenges but should also take strategic timeouts to rethink longer-term strategies.
1. The document discusses the business plan of Bill Jobs, a startup that aims to design innovative sports eyewear to address issues like misting, limited vision, and instability.
2. It outlines Bill Jobs' market research and the development of three prototype designs. It also discusses the competitive landscape and strategies for marketing, financing, and creating awareness for the brand.
3. The business plan seeks investment to fund research and development activities, and plans to collaborate with larger sports brands to mass produce and sell the eyewear technology under their labels.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
Horizon 2020 SME Instrument and Eurostars Proposal DevelopmentBusiness West
The document summarizes a presentation given on July 20th in Bristol on writing successful proposals for the Horizon 2020 SME Instrument and Eurostars funding programs. The agenda included an introduction to the Enterprise Europe Network, a discussion of how to write proposals to convince evaluators to invest in a business, and one-on-one meetings between attendees and evaluators/advisers. The presentation then focused on how to describe a business idea in the proposal, emphasizing clear communication of what is offered, market opportunities, value chain, and delivery approach. It stressed the need to tell a coherent story through a proposal and ensure consistency across technology description, objectives, work plan, and other elements.
Gannons + cubicibuc seminar on ip protection for new product and service deve...Graham Bell
Understanding the risks and opportunities with intellectual property.
Clients tell us that they don’t want launch products with outstanding risks associated with the IP.
We provide services that allow our clients to understand who owns that IP; what the owners might do with it; and how our clients can manage those risks.
This document provides an overview of market trends and M&A activity in the mobility and environment sector. It discusses growth in areas like electric vehicles, smart cities, and mobility as a service. Recent M&A transactions in the sector are also summarized. The document then describes the expertise and methodology of GEREJE Corporate Finance in advising clients on buy-side, fundraising, and sell-side transactions in industries like mobility and environment.
The Consumer Establishment has been operational since 2022. It is an affiliate service tasked with getting exposure for clientele by developing products for penetration, proliferation, and development. This can result in disruption. The SBU develops products and sends them to other SBUs for manufacturing and sale. It aims to generate revenue from its cryptocurrency the International Unit of ITUT and is researching other financial products like bonds. It also holds the Consumer Convention to connect interested companies with prospects.
This document provides an overview of market trends and M&A activity in the mobility and environment sector. It discusses growth in areas like electric vehicles, smart cities, and mobility as a service. Recent M&A transactions are also summarized. The document then outlines the expertise and methodology of GEREJE Corporate Finance in advising clients on buy-side, fundraising, and sell-side transactions in this sector.
Expanding your business internationally requires considering key factors like target markets and languages. It's important to localize websites for different consumer behaviors across regions. Generating traffic also requires strategic thinking about buying traffic sources that work internationally versus building own affiliate websites. Overall, expanding internationally takes initial investments but can open opportunities through video, social media, and tailored traffic.
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
1) The document discusses constructing an inward investment marketing strategy for the UK in 2013/14.
2) Key strategic issues are effectively linking with the Prime Minister's office, implementing the GREAT campaign, selecting targeted campaigns, understanding which sectors and markets are most receptive to investment, and applying lessons from 2012/13.
3) The strategy will focus on digital presence, keeping promises to investors, choosing effective campaigns, providing guidance to country managers, and integrating social media and relationship building into campaigns.
The Consumer Establishment has been operational since 2022. It is an affiliate service tasked with getting exposure for clientele through product penetration, proliferation, and development. This can result in market disruption. The SBU develops products and sends them to other SBUs for manufacturing and sale. It focuses on making revenue from its cryptocurrency the International Unit and is researching other financial products like bonds. It also generates revenue from its Consumer Convention event. The target audience includes those interested in cryptocurrency and innovation.
This document provides background information and context for an individual report assignment on how business models can help avoid disastrous internet startups. It discusses the failed 1990s European dot-com company Boo.com as a case study, outlining its vision to be a global online sports/fashion retailer, rapid growth plans, high costs, and ultimate collapse. Students are instructed to critically analyze the issues around internet startups and business models in a 5,000 word report using secondary sources.
Intelligence Analysis & Cognitive Biases: an Illustrative Case StudyPierre Memheld
This case study is foremost an educational tool. It involves two European and Asian multinational tires manufacturer for OTR, Off the Road, or “off road” and a problem of price competition. It shows how an initial intelligence effort is led astray. Instead the solution is a combination of approaches, better known as Competitive Intelligence. It is built on the external vision of the company craft, the use of all information sources characteristics of an intelligence field dedicated to the business world. It is not a new discipline but a trans-disciplinary approach for information exploitation which is using elements from financial analysis, SWOT (strengths, weaknesses, opportunities, threats) matrixes, and value chain analysis. In the above case, the company Eurotires used mostly the following sources: internet, scientific and patent databases; public administrative sources; customers interviews, industrial experts (manufacturing and distribution), and marketing analysis.
PME / PMI : prévenir les risques juridiques à l'internationalPierre Memheld
Les PME et PMI peuvent être exposées aux différents risques criminels dans leurs activités à l'international: extorsion de fonds, sollicitation de corruption, blanchiment d'argent, prise de contrôle hostile.
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Advantage Kayaks is a small boutique kayak manufacturer that has experienced growth over 10 years. It is seeing increased competition and wants to expand by hiring another employee. The company's management team has requested a strategic marketing and integrated marketing communications plan to help guide future objectives. The plan will analyze the current market situation and future goals to develop a clear strategy.
E-Trade Financial Corporation Case StudyRachel Davis
The document discusses E-Trade Financial Corporation and provides a case study analysis. It revises E-Trade's vision and mission statements, and develops a SWOT analysis. Recommendations are provided for moderate and optimistic scenarios, suggesting E-Trade upgrade its technology infrastructure to handle increased demand. Under pessimistic conditions, a more competitive environment may emerge, potentially leading to performance declines.
GCF - Présentation Media, Culture & Entertainment - 1222_.pdfHlnePEYRUSQUE
- Preparation of documents
- Administrative tasks
- Organization of meetings
Senior Advisor:
- 20+ years experience in M&A advisory
- Expertise in Media & Entertainment sector
- International network of investors & companies
- Management of transactions from A to Z
Servais
Advisor:
- 10+ years experience in M&A advisory
- Expertise in Technology & Digital sectors
- International deals experience
- Financial modeling & business plans
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- Expertise in Luxury & Consumer sectors
- International network in Asia
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GCF - Présentation Media, Culture & Entertainment - 1022.pdfLucas518833
This document provides an overview of market and M&A trends in the media, culture, and entertainment sector. It discusses the strong growth of the global market after recovering from declines in 2020. Popular investment trends include digital advertising, OTT videos, and unequal internet access. Recent M&A transactions are presented for media companies. The document outlines the methodology and expertise of GEREJE Corporate Finance in advising clients in this sector, including their international presence and access to investors.
IF Post Covid-19 Marketing and brand building in a new world-part 5Jacques Erasmus
This document discusses marketing and brand building strategies in a post-Covid world. It outlines 5 key areas of focus: revisiting brand foundations, auditing objectives, budget optimization, industry trend analysis, and ideation/innovation. Crises can drive innovation, and the pandemic offers an opportunity to gain ground on competitors through understanding customer transformations, thinking locally, encouraging creativity, delivering new experiences, and focusing on sustainability. Future revenue streams may come from technology, data/AI marketing, digital tactics, and partnerships. Marketers face short-term tactical challenges but should also take strategic timeouts to rethink longer-term strategies.
1. The document discusses the business plan of Bill Jobs, a startup that aims to design innovative sports eyewear to address issues like misting, limited vision, and instability.
2. It outlines Bill Jobs' market research and the development of three prototype designs. It also discusses the competitive landscape and strategies for marketing, financing, and creating awareness for the brand.
3. The business plan seeks investment to fund research and development activities, and plans to collaborate with larger sports brands to mass produce and sell the eyewear technology under their labels.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
Horizon 2020 SME Instrument and Eurostars Proposal DevelopmentBusiness West
The document summarizes a presentation given on July 20th in Bristol on writing successful proposals for the Horizon 2020 SME Instrument and Eurostars funding programs. The agenda included an introduction to the Enterprise Europe Network, a discussion of how to write proposals to convince evaluators to invest in a business, and one-on-one meetings between attendees and evaluators/advisers. The presentation then focused on how to describe a business idea in the proposal, emphasizing clear communication of what is offered, market opportunities, value chain, and delivery approach. It stressed the need to tell a coherent story through a proposal and ensure consistency across technology description, objectives, work plan, and other elements.
Gannons + cubicibuc seminar on ip protection for new product and service deve...Graham Bell
Understanding the risks and opportunities with intellectual property.
Clients tell us that they don’t want launch products with outstanding risks associated with the IP.
We provide services that allow our clients to understand who owns that IP; what the owners might do with it; and how our clients can manage those risks.
This document provides an overview of market trends and M&A activity in the mobility and environment sector. It discusses growth in areas like electric vehicles, smart cities, and mobility as a service. Recent M&A transactions in the sector are also summarized. The document then describes the expertise and methodology of GEREJE Corporate Finance in advising clients on buy-side, fundraising, and sell-side transactions in industries like mobility and environment.
The Consumer Establishment has been operational since 2022. It is an affiliate service tasked with getting exposure for clientele by developing products for penetration, proliferation, and development. This can result in disruption. The SBU develops products and sends them to other SBUs for manufacturing and sale. It aims to generate revenue from its cryptocurrency the International Unit of ITUT and is researching other financial products like bonds. It also holds the Consumer Convention to connect interested companies with prospects.
This document provides an overview of market trends and M&A activity in the mobility and environment sector. It discusses growth in areas like electric vehicles, smart cities, and mobility as a service. Recent M&A transactions are also summarized. The document then outlines the expertise and methodology of GEREJE Corporate Finance in advising clients on buy-side, fundraising, and sell-side transactions in this sector.
Expanding your business internationally requires considering key factors like target markets and languages. It's important to localize websites for different consumer behaviors across regions. Generating traffic also requires strategic thinking about buying traffic sources that work internationally versus building own affiliate websites. Overall, expanding internationally takes initial investments but can open opportunities through video, social media, and tailored traffic.
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
1) The document discusses constructing an inward investment marketing strategy for the UK in 2013/14.
2) Key strategic issues are effectively linking with the Prime Minister's office, implementing the GREAT campaign, selecting targeted campaigns, understanding which sectors and markets are most receptive to investment, and applying lessons from 2012/13.
3) The strategy will focus on digital presence, keeping promises to investors, choosing effective campaigns, providing guidance to country managers, and integrating social media and relationship building into campaigns.
The Consumer Establishment has been operational since 2022. It is an affiliate service tasked with getting exposure for clientele through product penetration, proliferation, and development. This can result in market disruption. The SBU develops products and sends them to other SBUs for manufacturing and sale. It focuses on making revenue from its cryptocurrency the International Unit and is researching other financial products like bonds. It also generates revenue from its Consumer Convention event. The target audience includes those interested in cryptocurrency and innovation.
This document provides background information and context for an individual report assignment on how business models can help avoid disastrous internet startups. It discusses the failed 1990s European dot-com company Boo.com as a case study, outlining its vision to be a global online sports/fashion retailer, rapid growth plans, high costs, and ultimate collapse. Students are instructed to critically analyze the issues around internet startups and business models in a 5,000 word report using secondary sources.
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Intelligence Analysis & Cognitive Biases: an Illustrative Case StudyPierre Memheld
This case study is foremost an educational tool. It involves two European and Asian multinational tires manufacturer for OTR, Off the Road, or “off road” and a problem of price competition. It shows how an initial intelligence effort is led astray. Instead the solution is a combination of approaches, better known as Competitive Intelligence. It is built on the external vision of the company craft, the use of all information sources characteristics of an intelligence field dedicated to the business world. It is not a new discipline but a trans-disciplinary approach for information exploitation which is using elements from financial analysis, SWOT (strengths, weaknesses, opportunities, threats) matrixes, and value chain analysis. In the above case, the company Eurotires used mostly the following sources: internet, scientific and patent databases; public administrative sources; customers interviews, industrial experts (manufacturing and distribution), and marketing analysis.
PME / PMI : prévenir les risques juridiques à l'internationalPierre Memheld
Les PME et PMI peuvent être exposées aux différents risques criminels dans leurs activités à l'international: extorsion de fonds, sollicitation de corruption, blanchiment d'argent, prise de contrôle hostile.
Operational Decision Elaboration Method as a Foresight Method: a Corporate Ap...Pierre Memheld
The corporate intelligence field does not have the same characteristics, or the same stakes, than the political or the military intelligence one. But rightly, its characteristics allow to us tactical analysis to forecast what would happen. Competitors, companies, have known technologies, capacities, finances, resources and pre-defined markets. In these conditions, they have a limited number of “options”. “Operational decision elaboration method” uses tactical intelligence to determine what an “adversary” is able to do when confronted to another “party”: what are its equipments, troops, intentions, organizational and operational behaviors. Thus, a military strategist has constraints, imperatives, objectives, limited means and variables that will create an uncertainty for the fulfillment of the mission. This is where intelligence plays a role. The article would stress how this method allow to forecast companies decisions, as their variables and options are less diversified than in the military field. This method would not allow to forecast precisely every decision but limit the number of factors to monitor: the consequence is a better ability to orientate corporate intelligence means, themselves more limited than in the military field. In this case, analysis takes an even more important place.
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Les sociétés souhaitant se développer globalement sont confrontées à différents types de risques : instabilités internes, concurrence abusive, espionnage économiques mais aussi parfois la corruption qui apparait dans les appels d’offres publics ou la réalisation de projets industriels. Or ces risques peuvent parfois s’agencer dans un cas ultime où la société « visée » n’aura pas toujours les mêmes moyens d’action ou d’influence que ses concurrents. Actuellement l’accroissement du risque « corruption » représente un décalage de compétitivité tant les lois varient d’un pays à l’autre. Le développement de ces nouvelles formes de concurrence exacerbée, liées à l’émergence d’acteurs n’ayant pas les mêmes lois à appliquer, crée un nouveau défi. La bonne gouvernance interne, ainsi que l’audit des activités, et les « due diligence », méthodes associées au concept de conformité (compliance en anglais) sont de nouvelles façons de se prémunir contre ces menaces. L’intelligence économique, comme outil de management de l’information et de coordination des actions, peut elle servir dans ce cadre ?
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The Iranian regime has among its strategic objectives expanding its power in the Middle East and rolling back U.S. influence in the region. Iranian leadership considers the Persian Gulf and much of Central Asia to be a “near abroad” where Iranian culture and interests should have significant influence. Recent developments confirm that Iran is committed to this ambition, has a strategy to realize this outcome, and is making significant progress towards it. Iran also clearly has ambitions to be a significant and relevant actor on the global stage, whose capabilities and intentions must be taken into consideration by superpower nations.
With the world’s maritime transport system at the forefront of globalization, the emergence of a new sea lane would have global consequences. The major trading powers of Europe and Asia, particularly Germany and China, are preparing their strategies and capabilities in anticipation of the possible opening of one such new sea lane, the Northern Sea Route (NSR), to regular commercial transit.
This document announces a conference titled "Iran, Pakistan, Afghanistan and Lebanon: Insiders’ View and Challenges" to be held on November 20, 2012 at ESSEC Cergy-Pontoise. The conference will include presentations on each country providing an insider's view of the current panorama, challenges, and impact of regional issues like sanctions and conflicts. It will feature presentations from academics, students, diplomats, and military experts from France and the countries being discussed. The goal is to gain perspectives on these countries and explore any continuity between their situations.
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India's industrial sector growth has faltered in recent decades. While services have grown to become over 50% of GDP, industry growth has lagged behind. Several economic reforms in the 1990s aimed to liberalize industry by reducing licensing, opening trade and FDI, but research finds mixed effects. Fully realizing India's growth potential of 9-10% annually may require further reforms to remove barriers to capital investment and land acquisition for industry. However, Indian leadership priorities social equity over growth unlike the more autocratic pro-business model in China.
The document discusses how manufacturing costs in China and the US are converging:
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This document summarizes research on organized retailing in India. It discusses:
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This document discusses prospects for civil nuclear cooperation between India and Japan. While both countries agree on non-proliferation of weapons of mass destruction, they have different perspectives on nuclear issues due to past experiences. Japan suspended economic aid to India after its 1998 nuclear tests. However, relations have improved in recent years. If Japan recognizes India's 2008 waiver from the Nuclear Suppliers Group, it could examine allowing civil nuclear commerce with India, which seeks various energy sources for its growth. Overall, civil nuclear cooperation could deepen bilateral ties but both countries must address non-proliferation safeguards.
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3. Case
“Cube de Luxe” is willing to change its position on the
emerging markets for their turnover potential;
“Cube de Luxe” is heavily investing on R&D to keep his
innovation and quality leadership;
“Cube de Luxe” has also to adapt its offers in front of
the usage evolutions on the Cube market;
Objective: using various methods, analyze the
above issues in order to help “Cube de Luxe” to
anticipate and take decision in front of its
competitors.
Pierre Memheld - IAFIE 2013
4. Issues to analyze
“Pudong Cube” has announced the construction of a
new production chain;
“Indian Cube” creates a partnership with Cubes’n
Shops (UK) to distribute its cubes in Europe and USA;
“Klein Cube” and “Matrix Cube” creates a common
production platform and should lower their price by 40%;
“Cubos da Brazil” acquires the “Nihon Cube” (JP)
patents, technological leader but commercial outsider.
Identified threats: competition on prices with “Klein
Cube” / “Matric Cube” and Pudong Cube.
Pierre Memheld - IAFIE 2013
5. « La plus grande erreur de l’esprit est de croire en quelque chose car
quelqu’un veut qu’il en soit ainsi » Louis Pasteur
Analysis Process
Pierre Memheld - IAFIE 2013
6. Cycle
Pierre Memheld - IAFIE 2013
Customer
Needs
Planning
Collection
Exploitation
Analysis
Production
7. Objective
Pierre Memheld - IAFIE 2013
Analysis
Needs
Sources
Collection
New
Information
Competitor
New
Needs
Customers
Issues
Actionable
Analysis
9. Method
Pierre Memheld - IAFIE 2013
Decision
Context
Environ
ment
Competit
ors
Concepti
on
Text Mining
Mapping
Social Networks
Distribution
Benchmarking
Tendancies Analysis
PEST-EL
Experts, Patents
Organizational
Behaviour
Value Chain
Financial Analysis
SWOT
Brainstorming
War Games
Risks Mitigation
Sectorial Models
Scenarii Analysis
Strategic Planning
ACH
Decision Profiles
10. « Savoir pour prévoir, prévoir pour pouvoir » Auguste Comte
Implementation
Pierre Memheld - IAFIE 2013
12. Context: Text Mining
Who are the key competitors of “Cube de Luxe”
By analyzing press releases and articles we have
been able to see that “Matrix Cube” and “Klein
Cube” was investing on R&D while “Cubos da
Brazil” was financing its development by loans.
Pierre Memheld - IAFIE 2013
14. Context: Mapping
What are the key competitors’ market’s shares,
evolutions and strategic moves?
We identified two opposite strategic moves,
emerging markets’ players towards Europe and
South America, and European/USA’s players
towards emerging markets.
Pierre Memheld - IAFIE 2013
16. Context: Social Networks
Who are the key decision makers, and
researchers, of the competitors?
We have been able to identify three different
researchers groups for the cube technology,
linked between them by the R&D executives of
companies and public research centers.
Pierre Memheld - IAFIE 2013
18. Context: Geographical Analysis
How are organized manufacturing and
distribution of “Pudong Cube”
This approach has allowed us to understand that
Pudong was dependent of several
distribution/retail networks and was not
targeting primarily the European market.
Pierre Memheld - IAFIE 2013
20. Environment: Benchmarking
How to compare different competitors with
common criteria/keys?
It’s possible to have a synthetic view of each
company and compare them from a commercial
or innovation focus: “Cubos da Brazil”.
Pierre Memheld - IAFIE 2013
22. Environment: Time Lines
Is it possible to visualize competitor’s moves on
a five years period?
It allowed us to visualize that competitors from
emerging countries were more agressive since
two years while american’s or german’s
maintened their position.
Pierre Memheld - IAFIE 2013
24. Environment: PEST-EL
Is it possible to anticipate trends and
consumption potentials?
If “emerging” markets have a better growth
potential, their buying power is still lower than in
Europe, so as of today the europeans markets
remain interesting with high buying powers.
Pierre Memheld - IAFIE 2013
26. Environment: Experts, Patents, …
What are the research axis of the competitors?
Some competitors create partnerships to
produce parts in common or even develop a
specific price’s strategy as the “Cube de Luxe”’s
sales network reported in the USA.
Pierre Memheld - IAFIE 2013
28. Competitors: Organizational Behaviors
What is the internal decision process of each
competitor?
It has been possible to identify the export
manager of “Indian Cube” as the key person of
the partnership with “Cubes’n Shops”, due to his
family ties in England within the indian diaspora.
Pierre Memheld - IAFIE 2013
30. Competitors: Value Chain
How the competitors are organized to lower the
sale’s prices?
In this case, competitors from emerging
countries don’t support some social and fiscal
costs which is for them a clear competitive
advantage.
But in our case the best sale’s price was not
offered by such a competitor.
Pierre Memheld - IAFIE 2013
32. Competitors: Financial Analysis
What are the investments capacities of each
competitor?
We have been able to identify the group of banks
which was funding the “Matrix Cube”’s
commercial network expansion.
Pierre Memheld - IAFIE 2013
34. Competitors: SWOT
What are the SWOT’s of competitors?
This global view has permitted to have a fast
comparison of each player strategy, including
“Cube de Luxe”, in order to position the
company.
Pierre Memheld - IAFIE 2013
36. Conception: « Brainstorming »
How to position “Cube de Luxe” in front of his
competitors?
“Cube de Luxe” has been able to anticipate and
react to the main evolutions of its market, which
were not the ones the company was thinking
about.
Pierre Memheld - IAFIE 2013
38. Conception: Risks’ Mitigation
Where to invest and with which economic and
security risks?
This approach has permitted to conduct due
diligence with future potential partners of “Cube
de Luxe” as some were connected with local
organized crime organizations for money
laundering.
Pierre Memheld - IAFIE 2013
39. Conception: Sectorial Models
Indicators
Means
Action Modes
Decision
Objectives
Markets
Sector Cubes
New
Partnership
s
Distribution
Network
Choice
Benchmark
Business
Lawyers
Products
New
Factory
Investmen
ts
Banks
Loans
Sales
Network
Imports
Logistic
Contracts
Existing
Products
Change
New
Innovation
Patents
External
R&D
Existing
Services
Marketing
Research
Pierre Memheld - IAFIE 2013
40. Conception: Sectorial Models
Pierre Memheld - IAFIE 2013
What are the strategic options competitors can
adopt in order to develop their market shares?
It appeared that due to their commercial
organization, “Pudong Cube” and “Indian Cube”
were obliged to be distributed by networks
where their competitors are already present.
42. Conception: War Games
How my competitors are going to react to my
own decisions?
War Games have permitted to refine the future
“Cube de Luxe” strategies based on collected
information/intelligence in order to gain
advantage on competitors in selected markets.
Pierre Memheld - IAFIE 2013
44. Decision: « Analysis of Competing Hypotheses »
How to asses options a competitor will choose?
ACH gave us the ability to see the more
“threatening” competitors where not the ones
from emerging countries but “Matrix Cube” and
“Klein Cube” due to their commercial offensives
on commercial services.
Pierre Memheld - IAFIE 2013
46. Decision: Decision Profiles
How the Indian minister of trade take his
decisions?
“Cube de Luxe”, in coordination with “Klein
Cube”, has conducted a negotiation with India to
lower the import taxes as “Indian Cube” has an
advantage when importing in Europe.
Pierre Memheld - IAFIE 2013
48. Decision: Scenarii Analysis
Which decision to take for an investment or a
market entry?
“Cube de Luxe” has taken the decision to
concentrate its efforts on mature markets then to
invest in manufacturing facilities based in
emerging countries.
Pierre Memheld - IAFIE 2013
50. Decision: Strategic Planning
How to visualize, in terms of “space” and “time”,
a strategy?
“Cube de Luxe has built its own “strategic
dashboard” to follow the implementation of its
strategy, including its competitors’ moves.
Pierre Memheld - IAFIE 2013
51. « La connaissance est un moyen de survivre en comprenant »
Michel Foucault
Constraints & Limits
Pierre Memheld - IAFIE 2013
52. De l’information à la décision
Decisions Informations
Pierre Memheld - IAFIE 2013
53. From information to decision
“Cube de Luxe” must take strategic and
commercial decisions …
… while the time necessary to collect and
analyzed the information required to do so is
longer than the “market time” or financial and
commercial imperatives.
Pierre Memheld - IAFIE 2013
54. Known limits and solutions
Pierre Memheld - IAFIE 2013
Limits Solutions
Methods
Expertise
Analysis Means
Monitori,g
Process
Biases
Information Overload
Availability
55. Known limits and solutions
Analysis mistakes of this case despite mastered
methods:
- Needs expression
- Analysis biases
- Customer focus
- …
Pierre Memheld - IAFIE 2013
56. « La connaissance c’est l’expérience, tout le reste n’est que de
l’information » A. Einstein
Conclusion
Pierre Memheld - IAFIE 2013
58. Which method to use and when?
Can we use all or one method for every
case/situation?
Can we adapt an analysis method to be used out
of its original context creation?
Shall we create “new” analysis methods for new
situations?
Methods are first of all a way of seeing … and a
reference to process an information and then
learn.
Pierre Memheld - IAFIE 2013