Embraer: Global Strategy
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This is an evaluation of Embraer's global strategies and structure, written from an international business strategy standpoint. The presentation is meant to supplement a written analysis (available at www.scribd.com/jessekedy)
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1. The top state in India in economic freedom in 2011 was Gujarat. It displaced Tamil Nadu, which had been the top state in 2009. Gujarat’s freedom index score has been rising fast, and at 0.64 it is now far ahead of second-placed Tamil Nadu (0.56). Madhya Pradesh (0.56) is close behind in third position, Haryana (0.55) retains fourth position and Himachal (0.53) retains fifth position.
2. The bottom three states in 2011 were, in reverse order, Bihar, Jharkhand and West Bengal. In 2009, the reverse order was Bihar, Uttarakhand and Assam. Uttarakhand has moved up sharply from 19th to 14th position, and this improved freedom is reflected in its average GDP growth rate of 12.82 per cent in 2004-2011, the fastest among all states. This is an impressive achievement for a once-backward state.
3. Earlier the median score for economic freedom for all states had declined from 0.38 in 2005 to 0.36 in 2009. But it has now improved substantially to 0.41 in 2011. This is good news. Still the median score lags way behind Gujarat’s 0.64, so other states have a long way to go.
4. The biggest improvement has been registered by Madhya Pradesh. Its freedom index score rose from 0.42 in 2009 to 0.56 in 2011, enabling it to move up from 6th to 3rd position. This improved economic freedom was associated with acceleration in its GDP growth. This averaged 6 per cent per year from 2004-2009, but then accelerated to 9 per cent per year in 2009-2011.
5. The biggest decline in economic freedom has been recorded by Jharkhand, which slumped from 8th to 19th position. Its score declined from 0.38 to 0.31. Unsurprisingly, its GDP growth has averaged only 4.6 per cent in 2004-2011, one of the lowest among all states . Jharkhand has special problems as a heavily forested state suffering from Maoist insurrections.
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The economic gardening program in Port Macquarie has produced outstanding results for participating businesses. It has verified the assumptions of the program, provided a positive bridge between local businesses and the council, and allowed both parties to learn and innovate. The program aims to support the growth of local small businesses through workshops and advice to build business capacity and networks. Its goals are to grow the local economy and diversify its industry structure.
Mand a toolkit synergies
1) The document discusses valuation techniques for mergers and acquisitions (M&A), focusing on synergies.
2) Synergies are cost savings and revenue increases that can be realized by combining two companies.
3) The value created by a deal is the difference between the price paid and the value of the acquired business including synergies.
Mand a toolkit make vs buy
The document provides guidance on strategic mergers and acquisitions. It discusses evaluating whether to build capabilities organically or acquire them. Key considerations for the "make vs buy" decision include whether organic growth will be too expensive or slow, if there is a value mismatch that prevents internal development, or if unique assets only allow acquisition. The document also emphasizes that acquisitions should fit a company's strategic direction and competitive advantage. It introduces a framework for analyzing acquisitions based on the resources, processes, and values that are being obtained.
Groovy Testing Aug2009
Discusses using the Groovy dynamic language for primarily functional and acceptance testing with a forward looking perspective. Also considers polyglot options. The techniques and lessons learned can be applied to other kinds of testing and are also applicable to similar languages. Drivers and Runners discussed include: Native Groovy, HttpBuilder, HtmlUnit WebTest, Watij, Selenium, WebDriver Tellurium, JWebUnit, JUnit, TestNG, Spock, EasyB, JBehave, Cucumber, Robot Framework and Slim
Consulting toolkit evaluating alternatives
The document provides tools for evaluating alternatives and making recommendations. It describes problem definition sheets to outline the key question and criteria. It also presents matrices to evaluate alternatives based on their market attractiveness and competitive position, as well as prioritize actions based on their impact and ease of implementation. The overall goal is to systematically analyze options and narrow down to the best solution.
LEAR ams 2006
The annual shareholder meeting agenda included presentations on Lear's profile and strategic evolution, product line strategies and operating priorities, and financial review and outlook. Lear is a global automotive supplier serving major automakers worldwide. It has undergone a strategic evolution from a seat manufacturer to a systems integrator and provider of total interior capabilities. In recent years, Lear has focused on growing its business in Asia and with Asian customers through new programs, facilities, and joint ventures. It is also working to improve the profitability of its interiors business and achieve a competitive cost structure through restructuring actions.
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Lattice Engines (2010)
www.lattice-engines.com
This is a presentation created for Lattice Engines. Lattice Engines provides predictive customer-insight systems used by sales and marketing professionals to better target and engage their customers across all touch-points, e.g direct, web, mail, indirect, etc. The company's SaaS solutions integrate customer information across multiple data-sources to predict and recommend the next best action at each stage of the customer lifecycle. Typical Lattice customers experience a revenue lift of 10-15% within six months of deployment.
Outdoor Poster Campaign: Measuring ROI in Billboard Advertising
A Honda dealership in Lehigh Valley, PA ran a two-month outdoor poster campaign to boost sales of certain Honda models that were below expectations in the area. The campaign featured 10 billboards over March and April with messaging about competitive lease prices. A post-purchase survey found that 4.41% of recent buyers came in because of the posters, estimated to be 8 cars worth $24,000 in gross profit. With campaign costs of $5,693, the dealership saw a 322% return on investment over the one-month period.
Audible.com (2010)
This document discusses ideas for acquiring new customers for an audiobook service. It proposes creating targeted landing pages for bestselling books and books discussed by online book clubs. It also suggests offering free audio content to increase conversions and membership renewals. Additional ideas involve partnering with affiliates to promote coupon codes, creating a browser plugin to recognize book titles on websites, and providing audio book summaries for students and businesspeople. The document questions how well the company understands customer segments and competitors, and asks about optimizing acquisition channels and affiliate programs.
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Outdoor Poster Campaign: Measuring ROI in Billboard Advertising
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Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
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Part 2 Deep Dive: Navigating the 2024 Slowdown
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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.
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This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
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Embraer: Global Strategy
- 1. © 2007, Jesse Kedy
- 2. The Aircraft Production Industry Challenges (1/2) • Technological – Weight & Volume Restrictions – Balance state-of-the-art tech with cost restrictions • Regulatory – Separate certification from each importing country © 2007, Jesse Kedy
- 3. The Aircraft Production Industry Challenges (2/2) • Strategic – Long time-to-market (need near flawless planning) – Global flexibility (variations in the airline industry) • Competitive (Governmental Support) – Other National Champions (key employers) – Able to compete on price (regardless of efficiency) © 2007, Jesse Kedy
- 4. Embraer: Core Competencies (1/2) Truly Global Truly Innovative • 95% International Sales • Forecasted Demand • Global Operations • Double Bubble Design Truly Efficient Underdog Tenacity • Wages • Ugly Duckling • China Facility • Entrepreneurialism • Common Platforms • Underestimated © 2007, Jesse Kedy
- 5. Embraer: Core Competencies (1/2) Truly Truly Global Innovative Truly Truly Efficient Tenacious © 2007, Jesse Kedy
- 6. Embraer: Global Strategy 2 Dimensions Business Drivers Corporate Culture (Hard Strategy) (Soft Strategy) 1. Growth (Capital) 1. Local Compliance 2. Operations (New Market 2. Customer Focus Presence) 3. Transparency 3. Strategic Markets 4. Recognition (Executive Aviation) 5. Result Sharing 4. Partnerships 6. Social Responsibility © 2007, Jesse Kedy
- 7. Industry Competitiveness Aircraft Manufacturing (1/5) Global Integration •Not Very Responsive •Least Innovative •Most Globally Integrated Product Local Innovation Responsiveness © 2007, Jesse Kedy
- 8. Industry Competitiveness Aircraft Manufacturing (2/5) Global Integration •Not Very Responsive •Somewhat Innovative •Highly globally integrated Product Local Innovation Responsiveness © 2007, Jesse Kedy
- 9. Industry Competitiveness Aircraft Manufacturing (3/5) Global Integration •Not Very Responsive •Slightly Innovative •Somewhat Globally Integrated Product Local Innovation Responsiveness © 2007, Jesse Kedy
- 10. Industry Competitiveness Aircraft Manufacturing (4/5) Global Integration •Most Responsive •Most Innovative •Working towards Global Integration Product Local Innovation Responsiveness © 2007, Jesse Kedy
- 11. Industry Competitiveness Aircraft Manufacturing (5/5) Global Integration Product Local Innovation Responsiveness © 2007, Jesse Kedy
- 12. Embraer Customers (170/190 model) © 2007, Jesse Kedy