Arla Foods is the largest dairy company in Scandinavia. In 2005, Danish newspapers published cartoons depicting the prophet Muhammad, offending many Muslims. As a result, Muslim clerics and societies called for a boycott of all Danish products, severely impacting Arla Foods sales in the Middle East. To address the crisis, Arla launched a campaign emphasizing its long relationships with Muslims, Islamic values, and lobbying the Danish government for an apology. The campaign's goals were to regain consumer confidence and reintroduce the brand to markets cut off due to its Danish association. However, major grocery retailers continued supporting the boycott given the lack of apology.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Cola wars continue coke and pepsi in 2006-1Hye Joo Lee
The document discusses the ongoing competition between Coca-Cola and Pepsi in the carbonated soft drink industry. It provides background on the industry structure, noting that Coke and Pepsi dominate as concentrate producers while bottling operations are carried out by other companies. The intense rivalry between Coke and Pepsi has driven up advertising spending and innovation, strengthening their brands while weakening smaller competitors. Despite declining demand for sugary drinks, Coke and Pepsi may be able to sustain profits by diversifying their product lines and marketing to address health consciousness.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
Strategic Business Management Project Report on HULSubhashish Mondal
Hindustan Unilever Limited (HUL) is India's largest Fast-Moving Consumer Goods company. The document provides an analysis of HUL's business strategies using various frameworks including PEST analysis, Porter's Five Forces, IFE matrix, BCG matrix, and balanced scorecard. It finds that HUL faces strong competitive forces and bargaining power from customers. However, it has developed strong brands and distribution networks. The company focuses on developing new products, improving operations and supply chain processes, and investing in learning and growth through leadership development programs. Overall, the analysis provides insights into HUL's strategic positioning and performance across different business dimensions.
It is related to apple Inc. Vision & Mission Statement:
There are no official or written statements of vision or mission on apple website but different statements of CEO or press release may be the vision or mission of Apple. There is no specific area for vision and mission as there are no clarifications about the vision and mission.
VISION STATEMENT : (Future positon ideas)
We strive to provide users of Apple products the best experiences possible though innovative product designs and software
MISSION STATEMENT:
Not all market shares are equal, and Apple has never been about the most; we are about being the best.
We believe that we are on the face of the earth to make great products and that’s not changing.
We are constantly focusing on innovating.
We believe in the simple not the complex. (only selected initial 3 statement by Tim)SWOT ANALYSIS:
STRENGTHS:
Safety of personal data.
Pioneer in the personal desktop computer.
Max market capitalization.
High performance production line with products like iphone, ipad, ipd, mac computer.
WEAKNESS:
15% global market show.
Significantly expensive.
Not compatible with many software and windows machine
Late production of Larger screen in smart phone.
OPPERTUNITIES:
Apple pays finger prints
In-house credit system
Product diversification
Formation of strategic partnerships
THREATS
Patent infringement
Reverse packaging
Quality problems with negative effects on sales and Apple brand image
Intense competition like Samsung, Lenovo, Chinese companies in smart phone. Dell, Sony and Toshiba in PCs.
Rising popularity of Google Android may affect its market share.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Kanpur Confectionaries Private Limited (KCPL) is a biscuit manufacturing company that was once successful but is now struggling with increased competition and underproduction. It is considering various options to return to profitability, including accepting a contract manufacturing offer from a competitor or focusing on supplying canteens. The best option is determined to be focusing on canteens as it satisfies the company's objectives of eliminating losses, maintaining brand identity, and adhering to family principles, while also providing opportunity for growth. An action plan is outlined to target premier institutes and increase KCPL's low market share of canteen demand.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Case Study Analysis: Cineplex Entertainment: The Loyalty ProgramAkash Patil
This document analyzes Cineplex Entertainment's potential implementation of a loyalty program. It begins with an overview of Cineplex's history and business segments. It then defines the problems, such as inconsistent revenue, and considers whether a loyalty program could help. The document reviews Cineplex's financial performance and customer data to infer that customers would be interested in rewards. It concludes by recommending a regional pilot program with internal development and specific marketing and reward structures.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Cadbury is a confectionery company founded in 1824 in Birmingham, England. It is now the second largest confectionery company in the world. Cadbury manufactures chocolate, gum, candy and other confectionery products. It has annual revenues of $50 billion and employs over 140,000 people globally. Cadbury India operates manufacturing facilities in several Indian cities and has a strong presence in the Indian confectionery market with over 70% market share.
Culinarian is a cookware brand that aims to provide high quality products with advanced technology. In 2006, its strategic priorities are to widen its network, increase market share, and preserve its brand image with a revenue growth target of 15%. While a sales manager supports offering price promotions to boost awareness and engagement, the CEO believes it could harm the brand image based on negative results from 2004 promotions. The document considers pros and cons of price promotions versus alternative promotional strategies like cash back schemes and cooperative advertising to meet growth targets while maintaining a premium brand image.
A group case study project as part of the Marketing Management Post-Graduate course work exploring the acquisition of Snapple by Quaker and then Triarc.
This document provides an overview and analysis of Hindustan Unilever Limited (HUL). It discusses HUL's history, product portfolio, distribution network, rural market strategies, M&A strategy, core competencies, PESTLE analysis, SWOT analysis, Porter's Five Forces analysis, value chain and other strategic frameworks. Key points include:
1) HUL is India's largest FMCG company with over 80 years of history and 400+ brands including Lifebuoy, Surf Excel, Fair & Lovely, and Vaseline.
2) It has a wide distribution network reaching over 7 million outlets through over 7,000 redistribution stockists.
3) HUL's Project Sh
This document provides an overview of a lecture series on education, markets, and globalization. It outlines the schedule, assignment details, and topics to be covered in each of the 10 lectures. The lectures will analyze the impacts and key aspects of globalization, including the threats and opportunities it presents, the major players involved, and its effects on issues like women's rights and workers' rights. The document provides a detailed agenda and content for each lecture.
Global Marketing Plan for Red carnation to romaniaosmankamaci
Red Carnation Romania is a Turkish flower company that produces red carnations. It aims to expand exports from $68 million to $250 million by 2023 by entering the Romanian market. Romania is seen as a good target market due to its proximity, cultural similarities to Turkey, and growing flower culture. The company plans to directly invest in Romania by opening cold storage facilities and renting space at flower markets and halls. It will use a polycentric and ethnocentric marketing strategy focusing on local needs and promoting the cultural value of flowers. The target audience is everyone aged 18+ across all income and education levels.
Cola wars continue coke and pepsi in 2006-1Hye Joo Lee
The document discusses the ongoing competition between Coca-Cola and Pepsi in the carbonated soft drink industry. It provides background on the industry structure, noting that Coke and Pepsi dominate as concentrate producers while bottling operations are carried out by other companies. The intense rivalry between Coke and Pepsi has driven up advertising spending and innovation, strengthening their brands while weakening smaller competitors. Despite declining demand for sugary drinks, Coke and Pepsi may be able to sustain profits by diversifying their product lines and marketing to address health consciousness.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
Strategic Business Management Project Report on HULSubhashish Mondal
Hindustan Unilever Limited (HUL) is India's largest Fast-Moving Consumer Goods company. The document provides an analysis of HUL's business strategies using various frameworks including PEST analysis, Porter's Five Forces, IFE matrix, BCG matrix, and balanced scorecard. It finds that HUL faces strong competitive forces and bargaining power from customers. However, it has developed strong brands and distribution networks. The company focuses on developing new products, improving operations and supply chain processes, and investing in learning and growth through leadership development programs. Overall, the analysis provides insights into HUL's strategic positioning and performance across different business dimensions.
It is related to apple Inc. Vision & Mission Statement:
There are no official or written statements of vision or mission on apple website but different statements of CEO or press release may be the vision or mission of Apple. There is no specific area for vision and mission as there are no clarifications about the vision and mission.
VISION STATEMENT : (Future positon ideas)
We strive to provide users of Apple products the best experiences possible though innovative product designs and software
MISSION STATEMENT:
Not all market shares are equal, and Apple has never been about the most; we are about being the best.
We believe that we are on the face of the earth to make great products and that’s not changing.
We are constantly focusing on innovating.
We believe in the simple not the complex. (only selected initial 3 statement by Tim)SWOT ANALYSIS:
STRENGTHS:
Safety of personal data.
Pioneer in the personal desktop computer.
Max market capitalization.
High performance production line with products like iphone, ipad, ipd, mac computer.
WEAKNESS:
15% global market show.
Significantly expensive.
Not compatible with many software and windows machine
Late production of Larger screen in smart phone.
OPPERTUNITIES:
Apple pays finger prints
In-house credit system
Product diversification
Formation of strategic partnerships
THREATS
Patent infringement
Reverse packaging
Quality problems with negative effects on sales and Apple brand image
Intense competition like Samsung, Lenovo, Chinese companies in smart phone. Dell, Sony and Toshiba in PCs.
Rising popularity of Google Android may affect its market share.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Kanpur Confectionaries Private Limited (KCPL) is a biscuit manufacturing company that was once successful but is now struggling with increased competition and underproduction. It is considering various options to return to profitability, including accepting a contract manufacturing offer from a competitor or focusing on supplying canteens. The best option is determined to be focusing on canteens as it satisfies the company's objectives of eliminating losses, maintaining brand identity, and adhering to family principles, while also providing opportunity for growth. An action plan is outlined to target premier institutes and increase KCPL's low market share of canteen demand.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Case Study Analysis: Cineplex Entertainment: The Loyalty ProgramAkash Patil
This document analyzes Cineplex Entertainment's potential implementation of a loyalty program. It begins with an overview of Cineplex's history and business segments. It then defines the problems, such as inconsistent revenue, and considers whether a loyalty program could help. The document reviews Cineplex's financial performance and customer data to infer that customers would be interested in rewards. It concludes by recommending a regional pilot program with internal development and specific marketing and reward structures.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Cadbury is a confectionery company founded in 1824 in Birmingham, England. It is now the second largest confectionery company in the world. Cadbury manufactures chocolate, gum, candy and other confectionery products. It has annual revenues of $50 billion and employs over 140,000 people globally. Cadbury India operates manufacturing facilities in several Indian cities and has a strong presence in the Indian confectionery market with over 70% market share.
Culinarian is a cookware brand that aims to provide high quality products with advanced technology. In 2006, its strategic priorities are to widen its network, increase market share, and preserve its brand image with a revenue growth target of 15%. While a sales manager supports offering price promotions to boost awareness and engagement, the CEO believes it could harm the brand image based on negative results from 2004 promotions. The document considers pros and cons of price promotions versus alternative promotional strategies like cash back schemes and cooperative advertising to meet growth targets while maintaining a premium brand image.
A group case study project as part of the Marketing Management Post-Graduate course work exploring the acquisition of Snapple by Quaker and then Triarc.
This document provides an overview and analysis of Hindustan Unilever Limited (HUL). It discusses HUL's history, product portfolio, distribution network, rural market strategies, M&A strategy, core competencies, PESTLE analysis, SWOT analysis, Porter's Five Forces analysis, value chain and other strategic frameworks. Key points include:
1) HUL is India's largest FMCG company with over 80 years of history and 400+ brands including Lifebuoy, Surf Excel, Fair & Lovely, and Vaseline.
2) It has a wide distribution network reaching over 7 million outlets through over 7,000 redistribution stockists.
3) HUL's Project Sh
This document provides an overview of a lecture series on education, markets, and globalization. It outlines the schedule, assignment details, and topics to be covered in each of the 10 lectures. The lectures will analyze the impacts and key aspects of globalization, including the threats and opportunities it presents, the major players involved, and its effects on issues like women's rights and workers' rights. The document provides a detailed agenda and content for each lecture.
Global Marketing Plan for Red carnation to romaniaosmankamaci
Red Carnation Romania is a Turkish flower company that produces red carnations. It aims to expand exports from $68 million to $250 million by 2023 by entering the Romanian market. Romania is seen as a good target market due to its proximity, cultural similarities to Turkey, and growing flower culture. The company plans to directly invest in Romania by opening cold storage facilities and renting space at flower markets and halls. It will use a polycentric and ethnocentric marketing strategy focusing on local needs and promoting the cultural value of flowers. The target audience is everyone aged 18+ across all income and education levels.
Manitobah Mukluks is a Canadian company that produces authentic handmade moccasins and aims to expand into the Finnish market. The summary analyzes the company's product, market opportunity in Finland, and international business plan to launch in the Finnish market over three years from 2017 to 2019. The plan includes conducting market research on Finland's retail industry trends and competitors, a SWOT analysis, marketing and financial strategies, and risk mitigation measures to establish Manitobah Mukluks in Finland.
The document discusses the history and current state of free markets. It argues that true free markets do not currently exist due to issues like perverse subsidies, cronyism, and currency debasement. It proposes that eliminating these distortions through reforms like abolishing tax havens could help establish freer and more equitable global markets.
How To Market When Everyone Is A Minority Part1 Eva Hasson Y&REva Hasson
In a world where in 2010, no single demographic, or even handful of demographics, will neatly define the US nation and "Joe consumer" will cease to exist, marketers must learn how to communicate with more than just one demographic. Here is a "how to" case study based on Israel - a country where the “mainstream” represents only 50% of the total population.
Cloud Gate is a large stainless steel sculpture by artist Anish Kapoor located in Chicago's
Millennium Park. The bean-shaped sculpture reflects the sky and surroundings, engaging viewers.
Made of 168 stainless steel plates welded together, it weighs over 110 tons and its curved surface
creates unexpected reflections. The sculpture became an iconic symbol of Chicago, attracting many
visitors who enjoy entering its chamber-like interior and interacting with their surroundings in its
reflections.
This pamphlet examines the concept of risk in the creative industries in the UK. While the creative industries are seen as globally competitive and holding great potential, there is a perception they are also unpredictable and risky. However, it is possible this risk is overstated. The pamphlet aims to provide a fresh look at risk in the sector through new data and analysis. It defines the creative industries and maps its size and structure. It also presents new analysis comparing the survival rates of creative businesses to other sectors, finding they have similar or higher rates of survival. It concludes the lazy assumption that the creative industries are inherently risky is harming Britain's path to economic growth, and better understanding is needed of the realities of risk in the sector.
“Ann’s special skill, networking on the national and global stage, has earned her a sterling client base and blue-chip pool of associates, encompassing the top decision-makers in business and media. Moreover, Ann brings her writing, publishing and financial expertise, having produced several bestselling books on personal finance under the Worth Publishing banner. Ann is currently completing her PHD at UMS, California, USA.”
Calvin's Golden Booklet of the True Christian Life argues that a believer's life should evidence growth. It asserts that after conversion, Christians must make progress in sanctification by striving to overcome sin and become more holy. The booklet also states that believers should bear fruit through good works that are pleasing to God. Finally, it maintains that a lack of growth could indicate that one's faith is not genuine and more work needs to be done to advance in the Christian life. The booklet aims to encourage personal holiness and righteousness among those who profess to be Christians.
http://www.americanmuslimconsumer.com
USA is the world’s largest economy made up of hundreds of healthy and robust sub-markets, as large as some national economies. One of those markets is the American Muslim Consumers. Muslims in America are estimated at 6-8,000,000 with an annual spending of over $200Bln. The Muslim Market in the USA is both healthy and rapidly growing.
Muslim consumers average a high level of education and income above average, with a strong appreciation for family living. While the American Muslim consumers share many purchasing behaviors as other Americans, there are some distinct advantages of the American Muslim Market. Like other Americans, Muslim consumers are also sophisticated and discriminating with an above average capacity to purchase.
The American Muslim consumer therefore provides a unique opportunity for companies in the USA.
Corporate media refers to mass media productions, distribution, ownership, and funding that are dominated by corporations. The document discusses how a small number of large corporations have come to own and influence most mainstream media outlets. It provides examples of major corporations that own media in both developed countries like the US and in Pakistan. These include Telenor, QMobile, and Engro Foods, which owns the Olpers milk brand that produces popular commercials in Pakistan. The document examines how consolidated media ownership can reduce the diversity of information available to the public.
The Bank of China was established in 1912 and served as China's central bank until 1949. It played a key role in China's foreign exchange and international trade. In 1994, it transformed into a wholly state-owned commercial bank and was later incorporated and listed on stock exchanges. As China's most international bank, it provides comprehensive financial services across China and in 37 other countries, with its core businesses being corporate, personal banking, and financial markets. It aims to meet social responsibilities and contribute to society while pursuing excellence and expanding overseas.
The document summarizes the 2010 Weekend Media Festival held in Rovinj, Croatia from January 11-15. It discusses several international speakers at the festival on topics like internet culture, reality television production, and digital media/Google. Panel discussions focused on the cost of websites, the future of business media, the relationship between media and PR, and the impact of the global economic crisis on media. The festival hosted over 200 student attendees and 275 accredited journalists from Croatia and the region.
Forms of Cultural Policy in Newfoundland and Labrador
created for master's course at University of Toronto - "Issues in Cultural Policy and Contemporary Culture"
www.grpatten.com
Globalization refers to the increasing integration and interdependence of world economies, cultures, and political systems through increased international trade, communication, and cultural exchange. It involves growing economic interdependence through increased world trade and capital flows; the development and diffusion of technology and transportation infrastructure; and the flow of people and ideas across international borders. While globalization has increased economic opportunities and cultural exchange, it also poses risks such as the spread of economic disruptions between countries, the dominance of multinational corporations over nation-states, and threats to cultural diversity from the spread of Western culture. India has experienced significant impacts of globalization through liberalized trade and investment policies, growing technological connectivity and cultural influences, and changes in various sectors like business,
AbstractFor this research, I have used a number of websites and .docxdaniahendric
Abstract
For this research, I have used a number of websites and databases and found various information about the fast food chain which is popular all around the world, McDonald in the European country Finland. This reports offers information to the business people who are planning on starting their business in a totally different nation about the strategize they should apply according to the cultural values and communication practices of the nation.
Introduction
The country of Finland is located in northern Europe, bordering with Norway on the north, Sweden on the northwest, and Russia on the east. The country also shares its border with Baltic Sea, Gulf of Bothnia, and Gulf of Finland. The country declared itself independent during the 1917 Russian Revolution and also adopted an official policy of neutrality after joining the United Nations in 1955. Finland rapidly developed an advance economy after the World War II, resulting in the highest per capita incomes in the world as well as became top performer in numerous metrics of national performance, including education, economic competitiveness, civil liberties, quality of life, and human development.
Finland is highly integrated into the global economy, and the international trade produces one third of the GDP. The largest trade flows are with Germany, Russia, Sweden, the United Nations, the United Kingdom, the Netherlands, and China. The main purpose of this report is to scrutinize how a world renowned corporation, McDonalds, communicates it messages in the European country Finland. This report also assists the entrepreneurs in expanding the biggest fast food chain to a European country, as well as providing information about the various intercultural values the country holds.
Methodology
For this report, I used various secondary resources to gain insight about the various intercultural values the country holds, the challenges that an entrepreneur might face in such could face as well as the brief history of McDonald’s in the country Finland. I used the official McDonald’s website of Finland as well as the Hofstede Insights Organizational Culture model to evaluate the factors of power distance, individualism versus collectivism, masculinity, uncertainty avoidance, long term orientation, and indulgence. Finally I applied the research to evaluate how McDonald’s can effectively run in Finland with a totally different intercultural values.
Research
· The First McDonald’s
The first McDonald’s opened in Finland in the city named Tampere in 1984. McDonald’s Oy is the Finnish subsidiary of the world’s leading chain of hamburger fast-food restaurants, McDonald’s. In Finland, McDonald’s is providing employment to more than 3200 people, with its 82 outlets all around the country. McDonald’s today has a presence in 38 Finnish cities.
· Hofstede’s Insights on Finland
The Hofstede’s Insights, we can analyze the Finland cultural values as described below:
Individualism
Individualism is the degree o ...
Newspapers are scheduled publications containing news, articles, and advertising. They are typically printed on inexpensive paper and distributed daily. The history of newspapers dates back centuries, starting as handwritten newsletters in Europe. The first printed newspapers emerged in Germany in the late 1400s. In Mongolia, the oldest newspaper is Unen, founded in 1920, while most national dailies now operate with computerized systems. Approximately 60% of Mongolians rely on newspapers for useful information. There are now 21 local newspapers in Mongolia mainly reporting on regional events.
foroREAD.Mesa 2. Mission for Finland branding reportTeresa Jular
This document outlines a strategy for Finland to position itself as the problem-solver of the world by 2030 by leveraging its strengths in functionality, nature, and education. It proposes missions for various sectors to contribute to making Finland the most functional country with drinkable lakes and organic food, and to establish an international organization of "Teachers Without Borders" to provide education in crisis areas. The overall goal is to solve global problems, demonstrate Finland's abilities, and improve life for Finns and people worldwide.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best practices for project execution and deliveryCLIVE MINCHIN
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Case study of Arla Foods by Ewelina Brania
1. 2010-05-19
Ewelina Brania
Student’s book 79774
1
2. 2010-05-19
1. Arla Foods
2. Society profile
Country profile
Cultural profile
Communication components
3. Case profile
4. Campaign
• Aims
• Strategy
• Instruments applied
5. The crisis of Arla
6. Conclusion
2
3. 2010-05-19
The largest producer of dairy products in Scandinavia
Headquarter in Aarhus, Denmark
Mission: “… to provide modern consumers with natural milk-
based products that create inspiration, confidence and well-
being”
Owned by 7 996 milk producers in Denmark and Sweden
73% of shares in Danish, Swedish and British market
49, 469 m DKK revenue (2008)
15, 927 employees
Arla - “early” in archaic Swedish
3
4. 2010-05-19
1882 – 1st Dairy in Hjedding in Denmark
1970 - Establishment of Mejeriselskabet Danmark (MD)
1989 - Formation of MD Foods International to acquire
dairies abroad
1990 - Launch of butter Lurpak on UK market
1st dairy in Stora Arla Gärd in Sweden -1881
1881
Formation of Mjölkcentralen (MC)- 1945
Mjölkcentralen changes name to Arla – 1975
2000 - Merger of Danish MD Food and
Swedish Arla
4
5. 2010-05-19
13 countries: Algeria, Libya, Egypt, Lebanon, Yemen, Kuwait,
Morocco, Jordan, Oman, Saudi Arabia, Qatar, UAE
50% of shares in Saudi Arabian butter market, 68% - UAE, 80%
- Qatar
Annual sales of $550 m in the Middle East
Strong positive “Danish” image
“Coming from a small and politically natural country like
Denmark is definitely a plus when you’re selling in the Middle
East. We are not associated with any kind of imperialism – we feel
that our partners trust us.”
H. Niss
5
6. 2010-05-19
Political Republic - 6, constitutional monarchy – 3, absolute
structure monarchy – 3, federation of emirates - 1
Legal Mainly Shari‘a law with western influences
system The independence of judiciary main principle in Shari‘a
The Beirut Declaration (1999) for Arab states – procedural
guarantees of judicial independence, denouncement of
discrimination on the basis of gender etc.
Level of “Lack of transparency, a weak media, lack of democracy,
activism social dogmas, religious tension – all this makes it almost
impossible to make any real change. Arab society provides
no encouragement to pursue a life of activism”
Weal Hmaidan, co-funder of the League
of Independent Activists
Theocratic activism - terrorism
6
7. 2010-05-19
Economic GDP (PPP) – 20 782.62$
structure very diversified – max. Qatar 86 006$
min. Yemen 2 411$(IMB 2008)
Adult literacy – 66% (Syria, Lebanon, Jordan – over 90%)
Media Practically lack of press freedom (mostly ranks under 100th
system place in Reporters Without Boundaries’s ranking 2008 )
Yemen – 167th, KSA – 165th , Syria – 163rd
“independent” press owned by member of the ruling family
of businessmen close to the ruling family, very few literally
independent
Usually a government-issued license is needed
Harsh defamation law
Usually direct censorship for materials from abroad
Al-Jazeera (1996) – a revolution on Arab TV market, highly
independent in spite of financing by Qatari government,
often discusses taboo topics
7
8. 2010-05-19
High-context
Authoritarian relationships
High power distance
Polychronic
High uncertainty avoidance
Non-linear
Present-oriented
Being-oriented
Cultural values: collectivism, hospitability, honor
Socio-historical influences: Islam, poetry, nationalism
8
9. 2010-05-19
Language and verbal Non-
Non-verbal communication
communication
Elaborateness Gestures – direct body orientation
Codeswitching between different Direct eye contact between the
forms of Arabic and French, same sex, lowered gaze submission
English
Affectiveness Touching restricted between males
and females
Repetition
Indirectness
9
10. 2010-05-19
17.09.2005 – “Politiken” publishes an article “Profound anxiety
17.09.
about criticism of Islam” in which the author
discusses the problem of self-censorship in
relation to Islam in Denmark
30.09.2005 – the Danish newspaper “Jyllands-Posten” publishes
30.09.
article “Muhammeds ansigt” (The face of
Muhammad) that refers to terrorism of Islamic
organizations with 12 cartoons
“They [Muslims] demand a special position, insisting on special
consideration of their own religious feelings. It is incompatible
with democracy and freedom of speech.”
Flemming Rose, editor of “Jyllands-Posten”
10
11. 2010-05-19
20.10.05 – ambassadors of Muslim countries ask the prime
20.10.
minister to react
“The freedom of expression has a wide scope and the Danish
government has no means of influencing the press”
Anders Fogh Rasmussen, prime minister of Danmark
28.12.05 - “Jyllands-Posten” refuses to apologize for the
28.12.
publication
20.01.06 – religious clerics in KSA advise Muslims not to buy
20.01.
Danish products (Arla Foods, Lego, Ecco shoes etc.)
Most of the shops as a sign
of solidarity with Muslims
community remove Danish
products from their shelves.
11
12. 2010-05-19
”Our
challenge is to
regain consumer
confidence in the
Middle East”
Managing Director
Peder Tuborgh
Restore it’s
product on
the shelves in
Maintain dialogue
shops in the
Middle East Reintroduce Arla
to the market
(cut off from an
image of a
Danish company)
12
13. 2010-05-19
Emphasizing long-lasting relations with Muslim community
(long history in the Middle East, many Muslim employees over
the years etc.)
Showing interest of Islamic and Arabic culture
Appealing to Islamic values (tolerance, justice, forgiveness
etc.)
Showing Muslims society understand of their reaction to
cartoons - Influencing Muslims hearts not minds, “leaving”
them decision about the future of the boycott
Improving contact with Islamic religious leaders, as
intermediaries to reach Arab Muslim society
Lobbying the Danish Prime Minister to apologize for the
cartoons
13
14. 2010-05-19
Newspaper’s adverts with Arla’s standpoints and reprints of
opinions of the Danish government and Jyllands-Posten
TV commercials
Frequent up-dates about the boycott and undertaken actions
on the website
“Status report Friday afternoon”, “Arla makes "all resources
available“ etc.
Records with confessions of Arla’s Muslims employees from
feelings about the cartoons
Leaflets with reprints of Jylands-postand standpoint
14
15. 2010-05-19
26.01.06 – the largest grocery
26.01.
retailer in KSA – Al-Othaim Holding
Company confirms that it will not be
selling Danish products until an
apologize for the cartoons will be
“The campaign of all
published in the largest newspaper Muslims to protect the last
in the country prophet Muhammad (saw)”*
“In the name of Allah
we apologize our dear
customers but we
don’t sell Danish
products because of
the boycott campaign.
The products are:…”*
*Translated by the author
15
16. 2010-05-19
26.01.06 – “We can confirm that our sales have been affected”
26.01.
says Finn Hansen, Executive Director, Arla Foods
In one of Arab countries people are throwing stones at Arla’s
vehicle.
Arla tries in press release to emphasize it’s long-lasting good
relations with Muslim community, cut themselves off from an
image of a Danish company – “In fact, we have more Muslim
consumers”.
than Danish consumers” ED of Arla calls for peaceful dialogue.
27.01.06 – Arla ensures that the press release with the
27.01.
statement of Danish Government will be
published in Saudi Arabians newspapers (Arla
puts ads in Middle East’s newspapers)
In the statement the Danish government ensures that it
respects Islam and that “Jyllands-Posten” have no connections
with government, it’s private and independent so it can
not be perceived as a standpoint of Denmark society.
16
17. 2010-05-19
28.01.06 – Arla places adverts in Middle Eastern newspapers
28.01.
trying to encourage people to stop the boycott
29.01.06
29.01. – ”Jyllands-Posten” prints statement in Arabic
explaining that cartoons had been a sign of
freedom of speech not a campaign against Islam.
Islam.
Libya closes the Danish embassy in Tripoli, Palestinians burn
Danish flag.
30.01.06 – “Production for the area seriously threatened”
30.01.
alarms Arla:
KSA – Arla’s importers cancelled all orders
Kuwait – wide media coverage about the boycott
Qatar – the products removed from almost all shops
UAE – within a short time the products will be removed
EVERYWHERE
SALES STOPPED!!!
"I urgently beg the government to enter a positive
dialogue with the many millions of Muslims who feel
they have been offended by Denmark” says in a
statement Peder Tuborg, Arla’s ED
17
18. 2010-05-19
31.01.06 – Arla informs that none of the employees in the
31.01.
Middle East will be dismissed so that Arla can
quickly restart production when the boycott will be
over
Danish imaans call off the boycott in Denmark. In the press
release Arla tries to emphasize it’s openness and good relations
with Muslims society by citing Kasim Amat, a spokesperson for the
Danish Islamic Community, who suggests undertaking a joint
venture (DIC, Ministry of Foreign Affairs, Dansk Industri and Arla)
to Saudi Arabia to “correct the misunderstandings The situation
misunderstandings”.
abroad is still difficult.
“The dialogue here has taken a positive turn”
Finn Hansen, ED Arla Food
01.02.06 – Arla ensures that it will spread the statements
01.02.
(press adverts) of the Danish Prime Minister and
Jyllands-
Jyllands-Posten from press conference on 31th Jan,
when they emphasized that cartoons are a part of
freedom of speech not incursion on Muslims
society and that they want to continue the
dialogue and restore good relations with Arab
world.
18
19. 2010-05-19
In French, German, Italian and Spanish newspapers appear
reprints of the cartoons
18.02.06 – Arla participates in Middle East’s largest food
18.02.
exhibition “Gulf Food” in Dubai
Signs at Arla’s stand show it’s distance from the cartoons Arla
cartoons.
staff gives away customers copies of Jyllands-Posten’s apology
Jyllands-
and is willing to answer to the questions of the local media.
“A face-to-face dialogue is extremely important in the Middle
face-to-
East and cannot be substituted by a phone call” says Jan E.
Pedersen, Arla’s Director for the UAE
20.02.06 – as a reaction to rumors in the media that Arla is
20.02.
boycotting Isreal, Andreas Lundby, Deputy
Managing Director, makes a statement
In the statement he also emphasizes that all of products
exported to KSA are Danish and none of the ingredients comes
Israel.
from Israel
19
20. 2010-05-19
02.03.06 – estimations of Arla show that the boycott will cost
02.03.
the company 400 m DKK
20.03.06 –
20.03. Arla announced that it was going to publish on
25th explanation of it’s stand in case of the
offensive cartoons in full page advertisement in
25 newspapers across the Middle East
“Arla Foods distances itself from the act of Jyllands-Posten in
Jyllands-
choosing to print caricatures of the Prophet Muhammad and
we do not share the newspaper’s reason for doing it. (…) We
reaction,
understand and respect your reaction leading to boycott of
our products as a result of the irresponsible and unfortunate
accident. (…) The years that we have spent in your world have
taught us that justice and tolerance are fundamental values of
Islam….in the hope that you will reconsider your attitude to
Islam
our company”.
22-23.03.06 – Arla took part in The First Conference of the
22-23.03.
International Committee of the Support of the
Final Prophet in Bahrain
20
21. 2010-05-19
03.04.06 - International Committee for the Support of the
03.04.
Prophet publishes press release with the result of
the conference in which it
appreciates “the attitude of Arla Foods that declared its rejection of
the pictures and was not in agreement for reasons for their
publication.“ The president of ICSFP, Yousef Al-Qaradawi notices
that Arla is an objective of criticism for it’s standpoint in Denmark.
T HE OFFICIAL END OF THE BOYCOTT
06.04.
06.04.06 – Arla decides to sponsor humanitarian projects in
the Middle East (giving aid to disable children,
cancer suffers and the hungry) and activities that
will build mutual understanding between different
cultures
“The boycott had been lifted only against Arla This company
Arla.
apologised to Muslims and sponsored humanitarian projects for
the needy" says Adel Al-Maawdah, a spokesman of ICSFP
21
22. 2010-05-19
Arla was the first company which Arab world have lifted the
boycott for
It’s products came back on 6th April 2006 on shelves of over
3000 shops in the Middle East
By the end of 2006 Arla recovered 50% of the pre-boycott
annual sales volume
The company restored good image in Muslim society through
cutting off from Denmark. Arla regained consumers trust.
“We must differentiate between those who insulted us and
those who stood by us.”
us.
Soliman Albuthi, spokesman of ICSFP
In western countries the image was tarnished.
The Arla’s apology for the cartoon was perceived as
a denial of a fundamental value of modern society –
freedom of speech. The campaign “Support Denmark
Boycott Arla” was launch.
Before crisis Arla supplied – 50 000 shops*
22
23. 2010-05-19
The biggest problem of the Arla’s case was the fact that the
company had strong national image
image.
“Key to Arla Foods’ strategy was deconstructing the
sometimes conflicting national and organizational identities
that emerged.”
Patricia A. Curtin, Thomas K. Gaither
If a company does not want to be perceive as a country-of-
origin any more, then it can as a part of PR campaign:
• Get involved in local community issues (homelessness,
cancer patients etc.)
• Publicly distance itself from the source of offence
• Cut off from the image of a company from the issue
• Resign or downplay the “Made in…” aspect of the
brand
• Change the name of the company
23
24. 2010-05-19
A. Maamoun “Guilty by association: The Boycotting
of Danish Products in the Middle East” [in:] “Journal
of Business Case Studies” volume 4, number 10,
2008
W. Doesum “Crisis Communication in a Globalization
R. Tench, L. Yeomans “Exploring Public Relations”, World: Arla and the Cartoon Crisis”, a master thesis,
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