Nike Case Study (Building a Global Brand Image)Wajid Ali
This particular presentation is based on our research, findings and recommendations regarding building the global brand image for Nike.
Hopefully this will help all interested students.
Benetton, an Italian clothing retailer known for its colorful and provocative advertisements, experienced controversy over its "shock value" campaigns focusing on social issues like AIDS and war. Its long-time creative director Oliviero Toscani resigned in 2000 after a campaign called "We, On Death Row" offended customers. Under its new director, Benetton seemed to revert to more traditional advertising.
Colgate Palmolive Company : The Precision ToothbrushYash Jain
This document discusses Colgate's plans to launch a new precision toothbrush. It provides background on Colgate and the oral care market. Research found consumers wanted improved plaque and gum removal. Colgate developed a toothbrush with differently oriented bristles to clean all tooth surfaces. It could be positioned as a niche high-end product or mainstream product. As a niche product it would target gum health and gain 3-5% market share. As mainstream it could gain 10-15% market share. Costs include new manufacturing equipment. Test marketing showed the "Colgate Precision" name was favored and could increase Colgate Plus sales by 20% depending on branding emphasis.
This document provides an analysis of Under Armour, including:
1. A brief history of Under Armour and its founder Kevin Plank.
2. A literature review covering SWOT analysis, BCG matrix, five competitive forces, corporate strategies, and business level strategies.
3. An analysis of Under Armour's SWOT profile, BCG matrix, competitive forces, strategies, and organizational structure.
4. Recommendations regarding strengthening opportunities, addressing weaknesses, and guarding against threats through corporate level strategies, business level strategies, and organizational design changes.
Zara is a clothing brand owned by Spanish fashion company Inditex. It leads the international expansion of Inditex and provides 78% of its total revenues. Zara is known for fashionable and affordable clothing with short lead times and low inventories. In recent years, Zara's revenues have grown 23% and it has increased its international presence through new store openings abroad. Zara's business model relies on rapid design, production, and distribution to keep up with the latest fashion trends at low prices through a vertically integrated supply chain.
La dimension remarquable de cette campagne, sur plus de deux décennies, est d’avoir su transformer une bonne vodka, à l’origine surprenante, en symbole exceptionnel de luxe, de culture, de modernité et d’en faire l’une des grandes marques mondiales.
La puissance de cette campagne, l’une des plus connues et reconnues, tient à l’articulation entre l’univers produit, au sens le plus traditionnel par la mise en évidence de la bouteille (“le produit en grand, en visible, en héros”) et son expression, par le recours brillant à l’interprétation artistique.Elle repose également sur un courageux parti pris : la concentration sur une multitude de titres du seul média presse, avec une déclinaison maximale des créations (à l’inverse d’une logique économique obsédée par les coûts).
Enfin, cette campagne démontre combien le recours à l’art et à la culture permet, sous certaines conditions, d’apporter une valorisation, un véritable “vernis culturel”, indispensable facteur de réputation et de « buzz ».
Ces slides ont été réalisés dans le cadre du projet IONIS Brand Culture. Pour découvrir l'intégralité des cas étudiés, rendez-vous sur : www.ionisbrandculture.com.
Volkswagen has an aggressive growth plan to increase annual sales volume by 10% per year. This will require additional inventory storage but the company's existing warehouse cannot support the growth. The document analyzes three options to address this challenge: expanding the existing warehouse, building or leasing a new warehouse, or outsourcing to a third party. A factor-rating method is used to evaluate the options based on factors like cost, growth support, and customer service. The analysis concludes that outsourcing may be the most viable option, but recommends getting additional input from executives before making a final decision.
Cartier was founded in Paris in 1847 and established as a luxury brand worldwide in the early 20th century. As a luxury brand, Cartier targets consumers who spend heavily on famous brands to enhance their image. It positions itself through legacy, elegance, and fine craftsmanship. Cartier's marketing mix emphasizes superior experience through performance, paucity, persona, and association with public figures. While known predominantly as a jeweler, opportunities exist in the growing luxury watch segment in emerging markets.
Nike Case Study (Building a Global Brand Image)Wajid Ali
This particular presentation is based on our research, findings and recommendations regarding building the global brand image for Nike.
Hopefully this will help all interested students.
Benetton, an Italian clothing retailer known for its colorful and provocative advertisements, experienced controversy over its "shock value" campaigns focusing on social issues like AIDS and war. Its long-time creative director Oliviero Toscani resigned in 2000 after a campaign called "We, On Death Row" offended customers. Under its new director, Benetton seemed to revert to more traditional advertising.
Colgate Palmolive Company : The Precision ToothbrushYash Jain
This document discusses Colgate's plans to launch a new precision toothbrush. It provides background on Colgate and the oral care market. Research found consumers wanted improved plaque and gum removal. Colgate developed a toothbrush with differently oriented bristles to clean all tooth surfaces. It could be positioned as a niche high-end product or mainstream product. As a niche product it would target gum health and gain 3-5% market share. As mainstream it could gain 10-15% market share. Costs include new manufacturing equipment. Test marketing showed the "Colgate Precision" name was favored and could increase Colgate Plus sales by 20% depending on branding emphasis.
This document provides an analysis of Under Armour, including:
1. A brief history of Under Armour and its founder Kevin Plank.
2. A literature review covering SWOT analysis, BCG matrix, five competitive forces, corporate strategies, and business level strategies.
3. An analysis of Under Armour's SWOT profile, BCG matrix, competitive forces, strategies, and organizational structure.
4. Recommendations regarding strengthening opportunities, addressing weaknesses, and guarding against threats through corporate level strategies, business level strategies, and organizational design changes.
Zara is a clothing brand owned by Spanish fashion company Inditex. It leads the international expansion of Inditex and provides 78% of its total revenues. Zara is known for fashionable and affordable clothing with short lead times and low inventories. In recent years, Zara's revenues have grown 23% and it has increased its international presence through new store openings abroad. Zara's business model relies on rapid design, production, and distribution to keep up with the latest fashion trends at low prices through a vertically integrated supply chain.
La dimension remarquable de cette campagne, sur plus de deux décennies, est d’avoir su transformer une bonne vodka, à l’origine surprenante, en symbole exceptionnel de luxe, de culture, de modernité et d’en faire l’une des grandes marques mondiales.
La puissance de cette campagne, l’une des plus connues et reconnues, tient à l’articulation entre l’univers produit, au sens le plus traditionnel par la mise en évidence de la bouteille (“le produit en grand, en visible, en héros”) et son expression, par le recours brillant à l’interprétation artistique.Elle repose également sur un courageux parti pris : la concentration sur une multitude de titres du seul média presse, avec une déclinaison maximale des créations (à l’inverse d’une logique économique obsédée par les coûts).
Enfin, cette campagne démontre combien le recours à l’art et à la culture permet, sous certaines conditions, d’apporter une valorisation, un véritable “vernis culturel”, indispensable facteur de réputation et de « buzz ».
Ces slides ont été réalisés dans le cadre du projet IONIS Brand Culture. Pour découvrir l'intégralité des cas étudiés, rendez-vous sur : www.ionisbrandculture.com.
Volkswagen has an aggressive growth plan to increase annual sales volume by 10% per year. This will require additional inventory storage but the company's existing warehouse cannot support the growth. The document analyzes three options to address this challenge: expanding the existing warehouse, building or leasing a new warehouse, or outsourcing to a third party. A factor-rating method is used to evaluate the options based on factors like cost, growth support, and customer service. The analysis concludes that outsourcing may be the most viable option, but recommends getting additional input from executives before making a final decision.
Cartier was founded in Paris in 1847 and established as a luxury brand worldwide in the early 20th century. As a luxury brand, Cartier targets consumers who spend heavily on famous brands to enhance their image. It positions itself through legacy, elegance, and fine craftsmanship. Cartier's marketing mix emphasizes superior experience through performance, paucity, persona, and association with public figures. While known predominantly as a jeweler, opportunities exist in the growing luxury watch segment in emerging markets.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Our team did a financial analysis of Nike vs. Adidas. Focus on the footwear segment of the industry. In the end, it really depends on what you're looking to add to your investment portfolio. Adidas is making moves for the crown, but Nike still holds a significant market share today.
Benetton is a global luxury brand headquartered in Italy with over 6,000 stores in 120 countries. It generates over €2 billion in annual revenue from clothing, accessories, and home goods. Benetton internationalized rapidly in the late 1960s and 1980s by expanding across Europe and entering new markets like Japan and the US. It has since focused on growing in Asia through entries in China and India. Managing risks from currency fluctuations, regulations differences, and evolving customer preferences across markets has challenged Benetton's global strategy.
Pillsbury cookie sales in Canada have been flat in recent years, with household penetration falling. The document analyzes Pillsbury's current positioning and market share. It suggests exploring new market segments and implementing a marketing strategy focused on product innovation, maintaining price levels, leveraging existing distribution channels, and launching promotional campaigns through new advertisements, community events, and contests to boost sales volumes and household reach.
Bausch & Lomb faced a crisis when its contact lens solution Renu MoistureLoc was linked to fungal eye infections. While the CDC did not definitively link the product to infections, many users who developed infections had used Renu. B&L was criticized for not taking prompt action when initial reports emerged in Asia in 2005. In 2006, as more U.S. cases were reported, B&L suspended U.S. shipments and asked retailers to remove Renu from shelves. However, experts argued B&L should have recalled the product sooner and communicated more clearly with customers. The slow response damaged B&L's reputation and market share in lens care.
Nike is the world's largest supplier of athletic shoes and apparel. It employs over 44,000 people worldwide and had over $24 billion in revenue in 2012. Nike utilizes digital marketing strategies like their Nike+ social platform and FuelBand to interact with customers and gamify workouts. They run campaigns like "Fuel Your Team" and "The Chance" to further engage customers online. Nike is also shifting to a mobile-first approach to e-commerce to meet changing customer expectations.
Disney opened Euro Disney (now Disneyland Paris) in France in 1992, investing €3.34 billion. However, it faced many issues from the beginning due to assumptions that did not align with French culture and tastes. Disney incorrectly assumed French consumers would prefer American foods like bacon and eggs over local breakfast options. It also failed to recognize cultural differences in work policies and vacation habits between the US and Europe. As a result, Euro Disney experienced major financial losses in its first two years. While Disney chose France due to its large nearby population, it did not properly account for cultural factors and consumer preferences, leading to initial failure.
This document summarizes a case study about Nestle Refrigerated Food Company's (NRFC) launch of Contadina Pizza in 1991. The pizza launch aimed to extend the successful Contadina pasta and sauce brand but sales were disappointing. Key issues were a lack of market research, overlooking major frozen pizza competitors, incorrect positioning of the target segment, and price wars that reduced prices 20%. Recommendations include leveraging the family brand's trust, conducting precise research and pricing forecasts, and not assuming pasta users would automatically buy pizza. The launch provides lessons about testing new products before nationwide rollout.
Charles Schwab & Co. Inc: The ‘Talk to Chuck’ Advertising Campaign Swarupa Rani Sahu
Charles Schwab & Co. saw declining profits and market share in the early 2000s. An investigation found its branding had become unclear and it was seen as less of a low-cost provider. It also found its client base was not well-segmented. Schwab launched the "Talk to Chuck" campaign in 2005 to test repositioning itself as more approachable and emphasize its ability to provide affordable advice. The campaign was a success in early test markets, reducing attrition by 5% and increasing revenues and profits.
A look at Fossil, one of the most successful companies in US. Analysis of the Fashion Brand Strategy, Fashion Design Strategy and the Social Media Strategy of the company
This document provides an overview of Nike's global business operations and strategies. It discusses Nike's distribution channels, product lines, and marketing approach. It then analyzes the political, economic, social, and technological factors affecting Nike. Next, it examines Nike's challenges with labor issues at overseas factories. The document concludes by recommending that Nike work more closely with governments and unions to ensure ethical labor practices globally.
IMC 611 - Market Research & Analysis | The Walt Disney CompanyAshley Santore, M.S.
The document is a marketing research proposal for The Walt Disney Company regarding Pandora - The World of Avatar, a new land at Disney's Animal Kingdom. It proposes conducting a quantitative online survey of recent Disney's Animal Kingdom visitors to understand their experiences and satisfaction with the new land. The survey results would be analyzed using descriptive statistics, differences analysis, and cross tabulations to provide recommendations on improving the guest experience.
Linens 'N Things is analyzing how to restructure itself to become more competitive with industry leader Bed Bath & Beyond. Some alternatives discussed are expanding product inventory, entering new international markets, or increasing advertising spending. The document recommends that Linens 'N Things invest more in advertising by updating its website, creating catalogs, and producing commercials to improve brand awareness and capture more customers.
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Dave Robinson is evaluating promotional strategies for Boots' line of professional haircare products. The options are a "3 for 2" deal where customers get 3 products for the price of 2, a buy-one-get-one-free deal, or a 50p on-pack coupon. While the "3 for 2" strategy has the lowest estimated profit increase, it has the benefit of being unique to Boots and harder for competitors to copy. Considering Boots' relationships with celebrity hairdressers and the importance of protecting its leadership in the haircare segment, Dave decides that a "3 for 2" promotion is the best choice.
Charles Schwab faced declining profits and market share in the early 2000s as competitors cut fees. Its marketing had lost focus on clients' needs. The "Talk to Chuck" campaign repositioned Schwab as approachable and understanding of clients' financial issues. It featured average Americans' problems and the message to "Talk to Chuck". Testing showed increased accounts, assets, and reduced attrition. The nationwide rollout increased assets by $6 billion. The executive supports allocating $55 million of a $200 million 2006 budget to continue the successful campaign.
The quarterly investment report for the City of Killeen shows that as of December 31, 2016:
- The investment portfolio totaled $97.7 million and was in compliance with regulations.
- The largest holdings were in pools/money market accounts (55%) and certificates of deposit (35%).
- The total portfolio average yield was 0.66% for the quarter.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Our team did a financial analysis of Nike vs. Adidas. Focus on the footwear segment of the industry. In the end, it really depends on what you're looking to add to your investment portfolio. Adidas is making moves for the crown, but Nike still holds a significant market share today.
Benetton is a global luxury brand headquartered in Italy with over 6,000 stores in 120 countries. It generates over €2 billion in annual revenue from clothing, accessories, and home goods. Benetton internationalized rapidly in the late 1960s and 1980s by expanding across Europe and entering new markets like Japan and the US. It has since focused on growing in Asia through entries in China and India. Managing risks from currency fluctuations, regulations differences, and evolving customer preferences across markets has challenged Benetton's global strategy.
Pillsbury cookie sales in Canada have been flat in recent years, with household penetration falling. The document analyzes Pillsbury's current positioning and market share. It suggests exploring new market segments and implementing a marketing strategy focused on product innovation, maintaining price levels, leveraging existing distribution channels, and launching promotional campaigns through new advertisements, community events, and contests to boost sales volumes and household reach.
Bausch & Lomb faced a crisis when its contact lens solution Renu MoistureLoc was linked to fungal eye infections. While the CDC did not definitively link the product to infections, many users who developed infections had used Renu. B&L was criticized for not taking prompt action when initial reports emerged in Asia in 2005. In 2006, as more U.S. cases were reported, B&L suspended U.S. shipments and asked retailers to remove Renu from shelves. However, experts argued B&L should have recalled the product sooner and communicated more clearly with customers. The slow response damaged B&L's reputation and market share in lens care.
Nike is the world's largest supplier of athletic shoes and apparel. It employs over 44,000 people worldwide and had over $24 billion in revenue in 2012. Nike utilizes digital marketing strategies like their Nike+ social platform and FuelBand to interact with customers and gamify workouts. They run campaigns like "Fuel Your Team" and "The Chance" to further engage customers online. Nike is also shifting to a mobile-first approach to e-commerce to meet changing customer expectations.
Disney opened Euro Disney (now Disneyland Paris) in France in 1992, investing €3.34 billion. However, it faced many issues from the beginning due to assumptions that did not align with French culture and tastes. Disney incorrectly assumed French consumers would prefer American foods like bacon and eggs over local breakfast options. It also failed to recognize cultural differences in work policies and vacation habits between the US and Europe. As a result, Euro Disney experienced major financial losses in its first two years. While Disney chose France due to its large nearby population, it did not properly account for cultural factors and consumer preferences, leading to initial failure.
This document summarizes a case study about Nestle Refrigerated Food Company's (NRFC) launch of Contadina Pizza in 1991. The pizza launch aimed to extend the successful Contadina pasta and sauce brand but sales were disappointing. Key issues were a lack of market research, overlooking major frozen pizza competitors, incorrect positioning of the target segment, and price wars that reduced prices 20%. Recommendations include leveraging the family brand's trust, conducting precise research and pricing forecasts, and not assuming pasta users would automatically buy pizza. The launch provides lessons about testing new products before nationwide rollout.
Charles Schwab & Co. Inc: The ‘Talk to Chuck’ Advertising Campaign Swarupa Rani Sahu
Charles Schwab & Co. saw declining profits and market share in the early 2000s. An investigation found its branding had become unclear and it was seen as less of a low-cost provider. It also found its client base was not well-segmented. Schwab launched the "Talk to Chuck" campaign in 2005 to test repositioning itself as more approachable and emphasize its ability to provide affordable advice. The campaign was a success in early test markets, reducing attrition by 5% and increasing revenues and profits.
A look at Fossil, one of the most successful companies in US. Analysis of the Fashion Brand Strategy, Fashion Design Strategy and the Social Media Strategy of the company
This document provides an overview of Nike's global business operations and strategies. It discusses Nike's distribution channels, product lines, and marketing approach. It then analyzes the political, economic, social, and technological factors affecting Nike. Next, it examines Nike's challenges with labor issues at overseas factories. The document concludes by recommending that Nike work more closely with governments and unions to ensure ethical labor practices globally.
IMC 611 - Market Research & Analysis | The Walt Disney CompanyAshley Santore, M.S.
The document is a marketing research proposal for The Walt Disney Company regarding Pandora - The World of Avatar, a new land at Disney's Animal Kingdom. It proposes conducting a quantitative online survey of recent Disney's Animal Kingdom visitors to understand their experiences and satisfaction with the new land. The survey results would be analyzed using descriptive statistics, differences analysis, and cross tabulations to provide recommendations on improving the guest experience.
Linens 'N Things is analyzing how to restructure itself to become more competitive with industry leader Bed Bath & Beyond. Some alternatives discussed are expanding product inventory, entering new international markets, or increasing advertising spending. The document recommends that Linens 'N Things invest more in advertising by updating its website, creating catalogs, and producing commercials to improve brand awareness and capture more customers.
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Dave Robinson is evaluating promotional strategies for Boots' line of professional haircare products. The options are a "3 for 2" deal where customers get 3 products for the price of 2, a buy-one-get-one-free deal, or a 50p on-pack coupon. While the "3 for 2" strategy has the lowest estimated profit increase, it has the benefit of being unique to Boots and harder for competitors to copy. Considering Boots' relationships with celebrity hairdressers and the importance of protecting its leadership in the haircare segment, Dave decides that a "3 for 2" promotion is the best choice.
Charles Schwab faced declining profits and market share in the early 2000s as competitors cut fees. Its marketing had lost focus on clients' needs. The "Talk to Chuck" campaign repositioned Schwab as approachable and understanding of clients' financial issues. It featured average Americans' problems and the message to "Talk to Chuck". Testing showed increased accounts, assets, and reduced attrition. The nationwide rollout increased assets by $6 billion. The executive supports allocating $55 million of a $200 million 2006 budget to continue the successful campaign.
The quarterly investment report for the City of Killeen shows that as of December 31, 2016:
- The investment portfolio totaled $97.7 million and was in compliance with regulations.
- The largest holdings were in pools/money market accounts (55%) and certificates of deposit (35%).
- The total portfolio average yield was 0.66% for the quarter.
- US and European stock futures fell and Asian markets declined sharply due to concerns about global growth and the outcome of Greece's debt swap.
- Eurozone GDP contracted 0.3% in Q4 due to declines in investment, exports and consumer spending. A report warned a Greek default could cost the eurozone over $1.36 trillion.
- Private investors holding 20% of the bonds in Greece's debt swap have agreed to participate so far. The swap aims to cut Greece's privately held debt by 53.5% to help secure its second bailout.
The Group reported a loss of $1.37 million for 2016, compared to a profit of $0.54 million in 2015. The balance sheet grew 13% to $2 billion, driven by a 33% increase in cash and short-term funds. Net interest income increased to $104.1 million but non-interest income was flat. Loan impairment charges increased due to lower recoveries, but asset quality is improving. Operating expenses increased due to one-off acquisition costs, but the Group is focused on cost reductions in 2017. The outlook remains challenging due to economic conditions, but the Group will focus on revenue initiatives including digital projects.
- U.S. stock index futures pointed higher ahead of the Fed decision, while European and Asian markets closed mixed.
- Many retail experts have predicted the demise of Sears Canada for over a decade as its sales decline, and it issued a warning about its ability to continue as a going concern.
- Panera Bread expects digital sales including online, mobile and kiosk orders to pass $1 billion annually this year and double to $2 billion by 2019 as digital ordering pays off for the company.
U.S. economic growth is expected to remain steady in 2016, though risks remain. Global growth is slowing, which could impact the U.S. through trade and capital flows pushing up the dollar. Consumer spending and the labor market are improving, but weak productivity growth may limit income gains. Business investment is also expected to increase but risks remain from low oil prices. The Federal Reserve will continue raising rates gradually based on economic data. Residential investment is also expected to strengthen as household formations increase.
Susquehanna Bancshares provides an investor presentation for the 3rd quarter of 2013. The presentation includes forward-looking statements and cautions investors that actual results may differ due to risks and uncertainties. It provides an overview of Susquehanna, including its market presence, financial information, and strategies to drive organic loan growth, defend its net interest margin, grow fee revenue, maintain efficiency, and accelerate capital generation and returns. Highlights from the 2nd quarter of 2013 include steady loan growth, continued focus on core deposit growth, strong profitability, and solid credit quality.
This document provides an overview of Banco ABC Brasil, a leading credit provider to mid-sized and large companies in Brazil. It discusses the bank's history and ownership structure, business segments including large corporate lending, middle market lending, and payroll deductible loans. The document also outlines the bank's competitive advantages such as its sophisticated product portfolio and proven track record of growth. Financial information is presented including funding sources, profitability, indicators, and a vision for diversified future growth across business segments. Contact information is provided at the end for investor relations.
- First Financial Bankshares is a $7 billion financial holding company headquartered in Abilene, Texas with 127 years of history and 10 separate regions.
- They have experienced strong growth in both assets and deposits in recent years through acquisitions and de novo branching in high growth markets in Texas.
- Asset quality remains strong with nonperforming assets well below peer levels, demonstrating sound underwriting practices.
- US and Asian stock futures fell, while European stocks dropped, as concerns over global growth weighed on investor sentiment.
- Data showed the eurozone economy contracted 0.3% in Q4, with declines in investment, exports and consumer spending.
- In Greece, private investors holding about 20% of bonds involved in the country's debt restructuring have agreed to the swap deal terms so far.
- Canadian equity futures were also lower ahead of the market open.
- U.S. and European stock futures fell while most Asian stocks declined, as concerns over global growth and the outcome of Greece's debt swap weighed on sentiment.
- European stocks dropped with banks and resource stocks declining, as a report showed the eurozone economy contracted 0.3% in Q4. Weak investment, exports and consumer spending were to blame.
- Private investors holding around 20% of the bonds involved in Greece's debt restructuring have agreed to participate in the swap, which aims to reduce privately-held Greek debt by 53.5% and help secure Greece's second bailout.
SureCut Shears Inc. - Financial Company AnalysisFranziska Becker
SureCut Shears is experiencing financial difficulties due to a retail recession and increased competition. They took out short-term loans for a $3.2 million plant modernization project which was supposed to reduce costs by $900,000 annually. However, they are now unable to repay the $1.25 million short-term loan from HN Bank. While SureCut's current assets currently outweigh its current liabilities, the majority of current assets are locked in inventory during the economic downturn. With the peak selling season over and low sales forecasts ahead, HN Bank should be concerned about SureCut's ability to repay its loans.
The portfolio currently holds 133 active loans totaling $139.5 million, secured by $241.8 million in collateral. 155 loans have been repaid totaling $83.1 million, secured by $143.3 million in collateral. The fund provides short-term, first position loans for real estate projects in the Pacific Northwest, with an average loan size of $1 million at 58% loan-to-value. Prospective investors should review the risks associated with this type of investment including potential loss of principal.
Banco Industrial do Brasil is a privately owned Brazilian bank established in 1994. It has over 250 employees across 7 branches in Brazil. The bank specializes in financing medium-sized enterprises and maintaining a conservative credit policy. It offers various credit products including overdraft facilities, working capital loans, and BNDES onlending. The bank has grown its credit portfolio to over R$2 billion while maintaining a high liquidity level and low leverage. Its international trade finance portfolio has also increased significantly in recent years.
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Pyatt Broadmark Real Estate Fund I Fact Sheet Sept 2015Alan Chu
The portfolio currently holds 141 active loans totaling $159.3 million, secured by $275.3 million in collateral. 182 loans have been repaid totaling $106 million, secured by $180.9 million in collateral. The Pyatt Broadmark Real Estate Lending Fund I is an evergreen fund that provides short-term loans secured by real estate in the Pacific Northwest, with a focus on high monthly returns while minimizing risk of loss. Prospective investors should be aware of risks including potential loss of principal, liquidity, interest rates, and income.
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Banco PINE held a presentation covering its 2Q10 results and business strategy. The summary highlights strong income growth in recent quarters driven by selective credit expansion and cross-selling. Banco PINE maintains a diversified funding base and comfortable capital ratios. Its consistent strategy is to provide a full range of financial products and services to mid-sized corporations with an emphasis on customized solutions and rapid credit decisions.
Winnebago Industries held a North Star Development Retreat on February 25-26, 2019 to discuss leadership, strategic priorities, financial results, capital allocation, business development opportunities, and motorhome and towable segment developments. The company is delivering solid financial results and pursuing strategic priorities like elevating operations, strengthening its core RV business, building a high-performance culture, and expanding into new profitable markets.
The quarterly investment report for the City of Killeen shows that as of June 30, 2016:
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
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Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
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Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Content
Fixed Income Portfolio _Xinyuan Zhang 212/09/2016
01
Portfolio
Construction
• Market Situation
• Portfolio
Distribution
02
Strategy and
Rebalance
• Long Only
• Long and Short
03
Portfolio
Evaluation
• P&L
• Return and Risk
Content
4. 12/09/2016 Fixed Income Portfolio _Xinyuan Zhang 4
CUSIP NAME COUNTRY INDUSTRY_SECTOR MATURITY CPN_TYP RTG_MOODY Notional Weighting
912828G46 US TREASURY N/B US Government 11/30/2016 FIXED Aaa 50,000,000$ 12.35%
912828H78 US TREASURY N/B US Government 1/31/2017 FIXED Aaa 50,000,000$ 12.35%
912828K66 US TREASURY N/B US Government 4/30/2017 FIXED Aaa 50,000,000$ 12.35%
478160AU8 JOHNSON & JOHNSON US Consumer, Non-cyclical 7/15/2018 FIXED Aaa 50,000,000$ 12.35%
054303AX0 AVON PRODUCTS INC US Consumer, Non-cyclical 3/15/2020 FIXED B1 10,000,000$ 2.47%
378272AK4 GLENCORE FUNDING LLC US Basic Materials 4/16/2020 FIXED Baa3 10,000,000$ 2.47%
172967JE2 CITIGROUP INC US Financial 11/24/2017 FIXED Baa1 10,000,000$ 2.47%
06051GFJ3 BANK OF AMERICA CORP US Financial 8/25/2017 FIXED Baa1 10,000,000$ 2.47%
023135AH9 AMAZON.COM INC US Communications 11/29/2017 FIXED Baa1 10,000,000$ 2.47%
084664BS9 BERKSHIRE HATHAWAY FIN US Financial 5/15/2017 FIXED Aa2 25,000,000$ 6.17%
UV3893798 DAIMLER FINANCE NA LLC US Consumer, Cyclical 8/3/2017 FLOATING A3 15,000,000$ 3.70%
89233P6S0 TOYOTA MOTOR CREDIT CORP US Consumer, Cyclical 10/5/2017 FIXED Aa3 25,000,000$ 6.17%
US00828EBH18 AFRICAN DEVELOPMENT BANK SNAT Government 11/3/2017 FIXED Aaa 50,000,000$ 12.35%
78012KFV4 ROYAL BANK OF CANADA CA Financial 7/30/2018 FLOATING Aa3 25,000,000$ 6.17%
25468PCV6 WALT DISNEY COMPANY/THE US Communications 12/1/2017 FIXED A2 15,000,000$ 3.70%
405,000,000$
Market and Portfolio Construction
Market:
• Strong expectation of rising rate
Characteristic:
• Short term
Source of Return:
• MTM and Accrual
Source of Risk:
• Interest Risk
Bond Selection Criteria:
• Short Term
• High Coupon Rate
• Diversify between investment grade and
speculation grade
• Country and Sector Diversification
5. Fixed Income Portfolio _Xinyuan Zhang 512/09/2016
Portfolio Distribution
Summary
• 81% on US
• 50% on Treasury Bill
• 50% < 1year, 95% < 2 years.
• 60% on AAA, 87% > A ; 10% on
Baa ; 3% on high yield bond
• DV01 : 0.0107
7. Fixed Income Portfolio _Xinyuan Zhang 712/09/2016
NAME
Weekly Average
Contribution to PnL
AVON PRODUCTS INC 82.63%
GLENCORE FUNDING LLC 21.57%
DAIMLER FINANCE NA LLC 20.22%
BERKSHIRE HATHAWAY FIN 14.62%
US TREASURY N/B 11.67%
ROYAL BANK OF CANADA 8.26%
BANK OF AMERICA CORP 7.04%
US TREASURY N/B 2.20%
US TREASURY N/B 1.36%
WALT DISNEY COMPANY/THE 0.54%
CITIGROUP INC -1.14%
TOYOTA MOTOR CREDIT CORP -3.55%
AMAZON.COM INC -10.47%
AFRICAN DEVELOPMENT BANK -19.76%
JOHNSON & JOHNSON -35.21%
Total 100.00%
Long Only ——Stop Gain and Loss
Strategy1——Long Only
• Stop Gain 3%
• Stop Loss 1%
10/07
• AVON triggered Stop Gain
• Correlation with Stock Price
• Reason: Third Quarter Good
Performance
8. 12/09/2016 Fixed Income Portfolio _Xinyuan Zhang 8
Rebalance 1
Selection criteria
• Balance between investment limit with
more coupon
• Focus on corporate bonds
• Take sector factor into consideration
• Still Short Term
CUSIP NAME INDUSTRY_SECTOR MATURITY CPN RTG_MOODYNotional WeightingDVO1
912828G46 US TREASURY N/B Government 2016/11/30 0.5 Aaa $50,000,000 14% 0.0022
912828H78 US TREASURY N/B Government 2017/1/31 0.5 Aaa $50,000,000 14% 0.0039
912828K66 US TREASURY N/B Government 2017/4/30 0.5 Aaa $50,000,000 14% 0.0064
378272AK4 GLENCORE FUNDING LLC Basic Materials 2020/4/16 2.875 Baa3 $10,000,000 3% 0.0337
172967JE2 CITIGROUP INC Financial 2017/11/24 1.85 Baa1 $10,000,000 3% 0.0119
06051GFJ3 BANK OF AMERICA CORP Financial 2017/8/25 1.7 Baa1 $10,000,000 3% 0.0095
084664BS9 BERKSHIRE HATHAWAY FIN Financial 2017/5/15 1.6 Aa2 $25,000,000 7% 0.0068
UV3893798 DAIMLER FINANCE NA LLC Consumer, Cyclical 2017/8/3 1.4691 A3 $15,000,000 4% 0.0089
89233P6S0 TOYOTA MOTOR CREDIT CORP Consumer, Cyclical 2017/10/5 1.25 Aa3 $25,000,000 7% 0.0106
78012KFV4 ROYAL BANK OF CANADA Financial 2018/7/30 1.2915 Aa3 $25,000,000 7% 0.0187
25468PCV6 WALT DISNEY COMPANY/THE Communications 2017/12/1 1.1 A2 $15,000,000 4% 0.0121
278642AG8 EBAY INC Communications 2017/7/15 1.35 Baa1 $10,000,000 3% 0.0084
89233P6S0 TOYOTA MOTOR CREDIT CORP Consumer, Cyclical 2017/10/5 1.25 Aa3 $25,000,000 7% 0.0106
064159EK8 BANK OF NOVA SCOTIA Financial 2017/4/11 1.25 Aa3 $25,000,000 7% 0.0058
17275RAT9 CISCO SYSTEMS INC Communications 2017/3/3 1.1 A1 $15,000,000 4% 0.0048
0.1544
9. Fixed Income Portfolio _Xinyuan Zhang 912/09/2016
Cash Security Price Conven Yield Conver Factor
T 2 ½ 08/15/23 101-24 3/4 2.217 0.8139
T 2 ¾ 11/15/23 103-10 3/4 2.235 0.8217
T 1 ⅜ 08/31/23 94-24 1/4 2.206 0.7541
Rebalance 2 —— Short with Future
10/28
Yield Curve : Steepen
• Long short term and short long term
Short bonds VS Enter short position in future
• Relatively low transaction cost
• Choose to short 10-year-treasury bond
future ( CBOT)
11. 12/09/2016 Fixed Income Portfolio _Xinyuan Zhang 11
Profit and Loss
Cumulative P&L
• Long Only : $1,118,189.07
• Short With Future: $5,430,689.07
Summary:
• Short is the main source of profitability
in the recent market.
• Profit from accrual > profit from MTM
12. 12/09/2016 Fixed Income Portfolio _Xinyuan Zhang 12
Return and Risk
Return:
Simple return:
Strategy Period 1 Period 2
Long Only 0.152% 0.139%
Risk
VaR:
• Using Historical Method
• 61 trading days.
• A 1-day 95% VaR of my Portfolio is
$63,474
Volatility
• Daily Return Volatility : 0.000117
13. 12/09/2016 Fixed Income Portfolio _Xinyuan Zhang 13
Thoughts After this whole semester:
Yield Curve! Yield Curve! Yield Curve!
Low Risk does not mean not losing money!
Limit is hurting!
Website:
http://seekingalpha.com/investing
-strategy/bonds
http://www.finra.org/