Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
Allentown Materials Corporation was established in late 1800’s in Allentown, Pennsylvania
Leading manufacturer of speciality glass
Eight Line Divisions
The Electronic Products Division manufactured high quality electronic components
It had unique technological capabilities.
Shifted to Commercial Market in late 1980s.
It is known as a leading manufacturer.
It has an annual growth rate of 10%.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
Allentown Materials Corporation was established in late 1800’s in Allentown, Pennsylvania
Leading manufacturer of speciality glass
Eight Line Divisions
The Electronic Products Division manufactured high quality electronic components
It had unique technological capabilities.
Shifted to Commercial Market in late 1980s.
It is known as a leading manufacturer.
It has an annual growth rate of 10%.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
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.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Beneficial aspects of the organization or the capabilities of an organization, process capabilities, financial resources, products and services, customer goodwill and brand loyalty.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
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.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Beneficial aspects of the organization or the capabilities of an organization, process capabilities, financial resources, products and services, customer goodwill and brand loyalty.
A presentation providing an overview of drivers, trends and actions in business sustainability / corporate responsibility in emerging markets: China, India, Brazil and South Africa, and some conclusions.
Since the early 1990s, developing countries have been the fastest-growing market in the world for most products and services. Companies can lower costs by setting up manufacturing facilities and service centers in those areas, where skilled labor and trained managers are relatively inexpensive.If Western companies don’t develop strategies for engaging across their value chains with developing countries, they are unlikely to remain competitive for long.Companies that choose new markets systematically often use tools like country portfolio analysis and political risk assessment, which chiefly focus on the potential profits from doing business in developing countries but leave out essential information about the soft infrastructures there.
Al-Khouri, A.M. (2011) 'Emerging Markets in Digital World', Summit on Information and Network Security for Emerging Markets, September 20-21, Helsinki, Finland.
This presentation was done by combining many presentations and docs on slideshare. I got it from slideshare so thought of sharing it with everyone who will need it...
Stretagies that fit Emerging Markets,
International Business Strategies which are suitalbe for developing countries to attract the international investors
Reason for Success and Failure
Trade Cycle of Nokia
Comeback of Nokia
SWOT Analysis
Marketing Mix
Porter's Five Force Model
Comeback Strategies
Recommendations
Nokia vs. Apple - the ongoing war in the mobile industryMika Marjalaakso
One of my MBA assignments back in 2008. I don't know why I uploaded it here. It is not particularly good even ... but kind of nice PowerPoint template, eh?
Nokia And The Global Mobile Phone Industrykcampbell01
For my Strategic Planning class during the spring of 2008, we had to choose a company, research the company, & prepare a presentation on them. After we gave our presentation, we were required to come up with a strategic plan for the company that we researched. This powerpoint presentation is the actual powerpoint that we used in our presentation. We received an A, both in the class, and on this presentation.
Nokia (Finland) has existed in this industry since time immemorial. Using its intelligence and the emerging technology from time to time, it exhibits the reputation of the leading contender that it enjoys today. Samsung (South Korea), on the other hand, rushed into the mobile phone industry like a gush of strong wind, but has been making quite an impact to consumers.
The question, who's better? This presentation that can also be seen at www.youtube.com/watch?v=G_NNE4dZngg aims to compare #CheapSamsungPhones with Nokia phones in terms of strengths and weaknesses.
The following presentation lays emphasis on the process by which Samsung became a global electronics giant and surpassed Apple recently as the number one player in mobile phones.
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Egypt turbulence and transition
With respect to India which country will offer greater potential?
Egypt ranks higher than Nigeria in the Ease of Doing Business and Competitive Index.
Egypt is transitioning into an efficiency driven economy
Nigeria ranks very low on the Institutions and Infrastructure parameters in the Global Competitiveness Report
Nigeria has a lower rate of technology adoption
Nigeria controlled its currency by not letting it trade at its market value. Egypt, on the other hand, has left its currency open to market forces.
Therefore, Egypt holds more potential for India.
Walmart's africa expansion, ivey publishingSaurabh Arora
Walmart's Africa expansion, Ivey Publishing
Challenges at Home
Criticized for -
Its low wages for employees
Unethical pressure on suppliers
Difficult for the company to keep labor costs low –
Increasing cost of living
Rising health care costs
Not successful in urban compared to rural –
Tough to acquire large spaces
If available, property values were much higher
Lg electronics global strategy in emerging marketsSaurabh Arora
Lg electronics global strategy in emerging markets
LG Started off as a cosmetics company, gradually diversified and became an electronic equipment
Korea is a hub for electronics goods export
Foray of LG into emerging markets- Brazil, India, China, Russia
Setbacks in developed markets.
Changing Market conditions- Increasing competition.
What were the key strengths of the Korean electronics industry during the formative years?
How did firms leverage these advantages to enter developed-country markets?
China's reminbi our currency your problemSaurabh Arora
China’s Renminbi: “Our Currency, Your Problem”?
“Yuan” and “Renminbi” often used names
Since 1969, official name of China’s currency is renminbi
Yuan is the denominated unit
China is the world’s third-largest exporter, estimated to be atleast US$970 billion in 2006
9% annual growth of China’s economy over the previous decade
Official and market rates were unified
Official rate was adjusted to the market rate at US$1=RMB8.7
20% transactions conducted at official rate
Remaining at swap centres
Renminbi was convertible on current account
Capital account was tightly controlled except FDI
Apple in china, third bird school of managementSaurabh Arora
Apple in china, third bird school of management
Started as Apple Computers and was renamed to Apple Inc. in 2007
Introduction of iPod followed by iPhone led to shift in focus from PCs to Integrated Consumer electronics
In 2009,60 % of sales were from iPhone and iPad.
Tim Cook became CEO in 2011
In 2015,
Apple expanded into wearables and launched Apple watch in U.S, China and other global markets
Ranked top brand in the world in 2015 by Brand Finance.
Spent around 83.3 billion USD on Research & Development
What accounts for Apple’s success in the information and communications technology industry?
Why has Apple been successful in China
What missteps have they made?
Founded in 1905, and is headquartered in Switzerland.
It was founded as a result of merger between two companies namely Anglo-Swiss Milk Company and Henri Nestle Company.
Operates in more than 86 countries across the globe.
It has its manufacturing and operational facility in almost all the countries worldwide.
Need for a centrally coordinated (or) common marketing approach with emerging market forces worldwide.
Need for reduction of costs through economies of scale through greater central coordination of marketing function.
The Standardization Debate
In 1950s, instant potato line in France was launched.
Center standardized Nescafe packaging but French and German managers declined in 1970s
Center proposed Maggi liquid food enhancer bottle which was declined by West German manager.
Standard Maggi logo “Talking bubble” was developed which was first developed by West Germany.
Big bazaar - Industry – Retailing (Hypermarket)Saurabh Arora
Industry – Retailing (Hypermarket)
It’s part of future group and founded in 2001
Headquarters in Mumbai
Major Promoter – Kishor Biyani
Offers wide range of merchandise including apparels, furniture, electronics, books etc.
Value retailing segment
Selling areas greater than 8000 square ft.
It offers low prices for goods of comparable qualities.
Also offers greater variety of goods
Provided touch and feel of merchandise
Also offered parking, Air Condition shopping and merchandise return privileges.
Avari Lahore is a 5 star hotel
It has in total 190 rooms, inclusive of –
-15 suites, 12 junior suites, executive, brida..l and prudential suits.
It’s clientele includes business executives, tour groups and Frequent Individual Travelers(FITs).
procter and gamble
Procter & Gamble is a US based FMCG company.
Offering diverse portfolio of products, company recorded US $77 billion in revenue.
Highly known for building successful brands, innovation, introducing new products and maintaining popularity.
Six levels of hierarchy
Need family – The basic need that defines the existence of a product. Very fundamental benefit for which the customer buys the product. E.g. – Cleaning and hygiene.
Product family – All product classes that can satisfy the core need. Similarly, products that are considered as cleaning agent will come under this category. For e.g. – Personal Cleaning
Product class – Group of products within product family having similar functionalities. E.g. –Soaps, Shampoos and Detergents is one of the product class having similar characteristics.
Product Line – Products/Brands within a product class which are closely related because they perform similar functions and mostly are sold to same customer group. E.g. – Shampoo
Product types – Group of items within a product line that share at least one possible forms of product – E.g. – Anti Hair fall shampoo.
Item (SKU/product variant) – Distinct unit within a product line Distinguished by size, price or appearance. E.g. – Head and Shoulders – Anti hair fall shampoo.
Points of Parity and Points of Differentiation
POPs – PODs -
Soft and smooth Relieve Dry Scalp
Black Shine Formulated with Fresh Scent Technology
Hair- fall solution Leaves with 10x Stronger Hair
Thick and long
Red Ocean Strategy
Known market space
Industries boundary are well defined and accepted
Competitive rules of the game are known
Outperform rivals and grab a greater share of existing demand
Crowding: prospects for growth and profits are reduced
Commoditization and cut throat competition (Red ocean)
Blue Ocean strategy
Untapped market space
Opportunity for highly profitable growth
Create from red ocean by expanding the existing industry boundaries
Competition is irrelevant since rules of game are yet to be set
Can we ignore red ocean?
Red ocean will always matter
However, supply exceeding demand in most industries, competing for a share of contracting market will not be enough
Case Analysis
Started out as a cartoon studio later became Disney Brothers studio which was a flat, non-hierarchical organisation.
After release of snow white, company grew 7 fold, and went public to finance their growth strategies
The decline caused by war slowed down growth and resulted in financial constraints
Diversified into WED, theme parks, cruise ships, in-house media, in-house travel company
Smart or Dumb ?
Disney has expanded domestically as well as globally through corporate integration. It has shifted its focus from show quality and content to distribution, marketing, licensing and merchandising arrangements to respond to industry changes and replace lost revenues.
Globalization: Disney products can be found all over the world in different forms and areas. As a global brand, Walt Disney international provides oversight of company’s activities outside US. The aim was to increase globalization to make it relevant to consumers world wide.
Horizontal Integration: Disney owns many studios, media networks and consumer product companies. It uses this strategy to increase its market awareness and presence through cross promotions.
Vertical Integration: The sub companies allow Disney to plan, produce, advertise and distribute all the products. It does not have to rely on anyone and hence has a better control on quality, content and costs.
Media Synergy: production and distribution of products can be done by the Disney owned companies. An important factor of its success is the integrated nature of its products.
Diversification: Disney has always focused on diversification. The variety of products and services ranging from movies, theme parks, shows, merchandise; all offer a range for the tastes and preferences of consumers of all ages.
Distribution: whenever Disney produces a new image or brand such as a movie character, its licensing, marketing and business outlets continue to capitalize on that character till it has left the box office. It releases a line of toys or products followed by DVD release and the character’s presence in theme parks.
Initial Problems
In 2000, Steven Mcmillan became the CEO of Sara Lee.
Sara Lee focussed on its core categories:
Food
Underwear
Household products.
Structural problems persisted during 21st century.
Shareholder distrust with regards to Sara Lee’s product portfolio.
Internal problems
Complex organizational structure.
Poor relationships with its retailers (category-buying).
No cooperation expected among divisions.
Lack of new and innovative products
External problem:
Consolidation within the grocery and other retail food channels.
A loss in market share due to recession.
Lower sale prices and higher energy costs.
Failed to respond to changes in consumer trends.
Sara lee has little pricing power.
Bargaining power of consumers increased.
Attempts at Turnarounds – Sept 1997
$3 billion shares were repurchased by selling manufacturing facilities.
Reducing degree of vertical integration – “Deverticalization”.
Shift to Brand Management and Outsourcing.
There was an increase in stock prices.
Recalled contaminated meat
Affected credibility and failed to improve sales.
Share prices tumbled.
Growth from fiscal 1996 to fiscal 2000 was 2.2%
The Largest Acquisition Yet
Purchased EarthGrains for $1.9 billion.
Consolidate a branded consumer business.
To brand EarthGrains’s baked goods with the Sara Lee brand
Leverage EarthGrains’s existing Direct Store Delivered (“DSD”) system
EarthGrains reported less than $100 million in operating profits
Shut down some of their 55 fresh bakeries and eliminated some regional breads.
The Transformation Plan
New Organization structure:
North American Retail to include bakery, packaged meats and coffee retail business
North American Foodservice to include bakery, coffee and meats foodservice
Sara Lee International will include bakery and beverage business outside North America
North American food and beverages businesses to be located with corporate staff and headquartered in Chicago
Share best practices and pursue growth along with development opportunities for the employees
resuming internationalization at starbucksSaurabh Arora
Starbucks Growth
In 2007 Starbucks had a presence in 17 countries through approximately 17000 stores
Revenue grew from $160 million in 1993 to $10 billion in 2009
Starbucks revenue grew on average 30 percent per year between 1993 and 2009 in line with the company’s growth in the number of stores.
In early 1990’s growth in stores was approximately 70 percent
In 1996 & 1997,year on growth increased in foreign stores but declined in domestic stores
Growth of company slowed to approximately 20 percent per year from 2003 to 2008
Global recession, intensifying competition and supply chain pressures further hindered the growth
Internationalization
In early 1990’s Starbucks expanded into Canada
From 1996,company started to enter more distant countries such as Japan, Singapore, Phillipines, Taiwan and Thailand
Company’s performance slowed down with increase in pace of internationalization
Foreign expansion had larger effect on performance than domestic growth
In 1993 pace of Internationalization was moderate whereas in 1997-98 pace was high
Starbucks acquired Seattle coffee company in United Kingdom and opened 252 additional stores
Starbucks entered Thailand and Australia with the opening of 25 and 18 stores respectively
Effect of PACE on Performance
PACE means “Relative growth in foreign stores each year”
Negative association between pace and performance throughout
Exceptions:
1993 – Moderate expansion Low ROA
1997-1998 – High expansion Moderate ROA
2001 – High expansion Above average ROA
Rhythm & Performance
RHYTHM means “Regularity in Internationalization”
Irregular rhythm leads to more volatility and low performance
Regular rhythm leads to high performance and high ROA
Performance was more sensitive to rhythm of foreign expansion than domestic expansion
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3. Case Analysis
• Handset manufacturer worldwide market share of 38% in 2009
• Market leader in emerging markets like India(60%) and China(40%)
• Financial performance pre-2008 was exceptional
• Known for innovation
• Offers products at all price points
• Post-2008 started losing ground in developed markets
• European market revenue declined by 15% in 2009
• Exited the Japanese market after 20 years of operations
• Nokia was fifth most valuable brand globally in 2000
4. Analysis of Emerging Market
• Employed the cost leadership strategy: Purchasing power low in
emerging markets hence Nokia provided cost effective products
successfully.
• First time purchasers: Only 20% of the emerging market were not first
time purchasers
• Services as the key selling point: People of emerging markets wanted
value added services bundled with the phone
5. Analysis of Developed markets
• Consumers not very price sensitive
• Delivering innovative products more important
• 57% of the market goes for a second phone, most of the time for an
upgrade
• Emergence of i-phone, considered as replacement for normal handsets
with users looking for upgradation
• Growing competition from companies like Samsung, LG, Motorola and
Sony Ericson was also making things worse for Nokia.
• New Operating System – e.g. – Emergence of OSs like Google’s Android
and Microsoft’s Windows mobile further bothered Nokia.
• Inability to understand demand – Nokia failed to understand growing
demand for touch phones
6. Porter’s Five Force Model
Threat OF New Entrants
Medium
•Computer manufacturers entered industry such as
Acer and Dell
Bargaining Power Of Buyers
Strong
The market was price sensitive
Bargaining Power Of Supplier
Weak
Market leader
Threat Of Substitutes
Weak
No direct substitute for handsets
Competitors Rivalry
Strong
Many companies coming out
with similar products
7. SWOT Analysis
Very strong brand name and positive image
Strong distribution network
Best Navigation (Nokia OVI Maps)
Phones were not always good as competitors
E.g.- in 2003, company was too late with clamshell
models.
Introductory phones were not user friendly, couldn’t
attain expected success
Companies like Samsung, Sony and Motorola were
eating into Nokia’s market share
New Operating Systems were putting Nokia into
back foot
Have high competitive advantage in terms of brand
recognition and large market penetration
With little innovation and existing low prices,
company can improve market position
S W
T O
8. Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it
should strive hard to maintain it’s market share in developing economies.
Advantages it has –
1. Earlier entry, early start of the learning curve. Its crucial and experience is
tough to imitate.
2. Nokia can develop enhanced reputation by being pioneer and using its
already established brand image
3. Absolute cost advantage can be gained by early commitments to supplies
of materials and distribution channels….
9. Recommendations- Emerging Market
• Nokia should concentrate on Improved as well as Basic phones as the
market is still evolving
• Tie up with Telecom players and bring dual sim phones to increase the
switching cost
• It should follow innovations in developed countries and adapt them to
emerging markets in order to stand against competition.
• One general strategy should be to outsource the services part as it is not
Nokia’s competency and customers are giving more regard to services
(Exhibit 6)
• Instead of charging customers for Life tools, revenues should be earned
from advertisers.
10. Recommendations–Developed Market
• Nokia should follow the innovations in developed countries especially USA
• Nokia should look to divest in Japan as it is largely smartphone driven market
and Nokia has very little market share
• Having an edge over the technology and vision of R&D for better quality
products and value added supply chain, it can occupy the space after Apple and
RIM, slowly increasing its market share.
• Can compete with other OS and with Apple and RIM. Strategy will be to form
an Alliance with Microsoft.
• That can lead to better compatibility and better performance. But they have to
share revenue with the alliance company
11. Strategy to be followed
• Nokia needs to change from its International Product life cycle approach
as innovation is needed in both markets for products to succeed
• Adopt a Multi-domestic strategy to cater to the needs of both markets
• Manufacturing should be done on a global scale to minimise cost
• Local talent and recruitment should be made from developing countries
like India especially in software development
