W.L. Gore & Associates is an innovative company known for Gore-Tex fabric that is privately owned and operated differently than typical companies. It has about 7,000 employees worldwide and produces medical products, fabrics, electronics, and industrial products. The company's unique culture emphasizes empowering employees and minimizing management hierarchies. Employees, or "associates", are also owners of the company and help make decisions through collaborative teams. This collaborative structure and ownership model has contributed to the company's innovation and financial success over 40 years.
Burberry - Brand identity and artification analysisAda Di Matteo
The brand identity analysis is carried out by means of Kapferer's Brand Identity Prism. As many other luxury brands, Burberry is engaged in a process of artification (transformation of non-art into art). An analysis of the brand's art initiatives follows.
Burberry - Brand identity and artification analysisAda Di Matteo
The brand identity analysis is carried out by means of Kapferer's Brand Identity Prism. As many other luxury brands, Burberry is engaged in a process of artification (transformation of non-art into art). An analysis of the brand's art initiatives follows.
The textile and clothing (T&C) exports from Vietnam are rapidly touching heights. Over the years, it has shown promising growth in the T&C exports and the last year only it surpassed Bangladesh to become the 2nd largest garment exporter in the world after China. Team Apparel Resources has made the presentation for its readers to let them know about the T&C industry of this South East Asian country.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
Describe Burberry business Model with the brand management highlights based on the paper "The Burberry business model: creating an international luxury fashion brand by:Christopher M. Moore and Grete Birtwistle"
Burberry group PLC is one of the leading manufacturers of high-end luxury goods. They specialize in selling outwear, accessories, fragrance, clothing for women, men and children. The iconic checkered or tartan pattern of Burberry is a distinctive style adopted by the company. Originally founded in 1856 and was bought by Great Universal stores PLC in 1955 (Phan, Thomas and Heine, 2011). Company has managed to sustain and thrive. In 2006, Angela Ahrendts took over the company from Rose Bravo. She brought in a number of innovative marketing strategies of the company. During Angela Ahrendts a “Multi Dimensional strategy” was adopted in order to make sales. According to a 2013 report net asset value of Burberry was estimated to be 4.34 Billion (Johansson, 2014). In 2014 Christopher Bailey Took over the company and has been presiding over the company as CEO (Ward, and Dahl, 2014). The thorough marketing and brand strategy made by Burberry is explained in detail in the following.
Developing Global Teams to Meet 21st Century Challenges at W. .docxlynettearnold46882
Developing Global Teams to Meet 21st Century Challenges at W. L. Gore & Associates 563
INTEGRATIVE CASE 1.0
Developing Global Teams to Meet 21st Century
Challenges at W. L. Gore & Associates*
In 2008, W. L. Gore & Associates celebrated its 50th year
in business. During the first four decades of its existence,
Gore became famous for its products and for its use of
business teams located in a single facility. To facilitate the
development of teams, corporate facilities were kept to
200 associates or fewer.Wue to the challenges of a global
marketplace, business teams are no longer i"n a single fa-
cility. They are now often spread over three continents)
Products are sold on six continents and u~ed on all seven,
as well as under the ocean and in space.Qpe challenge of
having a successful global presence requires virtual teams
to enable a high degree of coordination in the develop-
ment, production, an~ warketing of products to custom-
ers across the world~s previously, teams are defined
primarily by product, but no longer by facility. Team
members are now separated by thousands of miles, mul-
tiple time zones, and a variety of languages and cultures)
Growth and glo balization present significant challenges
for W. L. Gore as it strives to maintain a family-like, en-
trepreneurial cu lture. According to Terri Kelly, the presi-
dent of Gore and a 25-year associate: 1
)
In the early days, our business was largely conducted at the
local level. There were global operations, but most relationships
were built regionally, and most decisions were made regionally.
That picture has evolved dramatically over the last 20 years,
as businesses can no longer be defined lry brick and mortar.
Today, most of our teams are spread across regions and
continents.(Therefore, the decision-making process is much
more globaYand virtual in nature, and there's a growing need
to build strong relationships across geographical boundaries.
The globaliwtion of our business has been one of the biggest
changes I've seen in the last 25 year0
Elements of the culture at Gore are cap tured in
Exhibit 1. The core belief in the need to take the long-
term view in business situations, and to make and keep
commitments, drives cooperation among individuals and
small teams. This is supported by key practices that replace
a traditional, hierarchical structure with flexible relation-
ships and a sense that all workers are "in the same boat."
~The ultimate focus is on empowering talented associates to
deliver highly innovative product;J
Despite substantia l growth, the core values have not
changed at Gore. The objective of the company, "to make
money and have fun," set forth by the founder Wilbert (Bill)
Gore is still part of the Gore culture. Associates around
the world are asked to follow the company's four guiding
principles:
1. Try to be fair.
2. Encou r age, he lp , and allow other associates to
grow in knowledge, skill, and scope of act.
Confirming Pagesg different languages, and live in quite .docxdonnajames55
Confirming Pagesg
different languages, and live in quite different
cultures. The diversity among team members,
combined with the company’s emphasis on
growth and globalized operations, presented sig-
nificant challenges for W. L. Gore as it strove to
maintain a family-like, entrepreneurial culture.
According to Terri Kelly, the president of Gore
and a 25-year associate: 2
In the early days, our business was largely con-
ducted at the local level. There were global opera-
tions, but most relationships were built regionally,
and most decisions were made regionally. That
picture has evolved dramatically over the last 20
years, as businesses can no longer be defined by
brick and mortar. Today, most of our teams are
spread across regions and continents. Therefore,
the decision-making process is much more global
and virtual in nature, and there’s a growing need
to build strong relationships across geographical
boundaries. The globalization of our business has
been one of the biggest changes I’ve seen in the
last 25 years.
Elements of the culture at Gore are captured
in Exhibit 1 . The core belief in the need to take
the long-term view in business situations, and to
make and keep commitments, drove cooperation
among individuals and small teams. This was sup-
ported by key practices that replaced traditional,
hierarchical structure with flexible relationships
and a sense that all workers were in the same boat.
I
n 2010, W. L. Gore & Associates celebrated
its 52nd year in business. Founded in 1958 by
Bill and Vieve Gore in the basement of their
home, Gore had grown into a global enterprise
famous for its high performance fabrics, medical
products, and next-generation electronic prod-
ucts, as well as its use of self-empowered teams of
employees (called associates at Gore). In its ear-
lier years, the company had endeavored to restrict
the size of its different corporate facilities to 200
associates or fewer, a practice that helped keep the
number of teams at a given facility to a manage-
able number and facilitated cross-team coordina-
tion. More recently, however, to better cope with
the challenges of a global marketplace, increasing
numbers of teams were composed of associates in
different facilities, sometimes facilities that were
spread across three continents; the coordination
of team members working in different facilities
was enabled by online communication.
In 2010, Gore’s products were sold on six con-
tinents and used on all seven continents, as well
as under the ocean and in space. The company
global operations required teams of associates to
tightly coordinate their activities in developing,
producing, and marketing products to custom-
ers across the world. Currently teams were orga-
nized primarily along product lines, with only a
few teams consisting of members working in the
same Gore facility. As a consequence, it was com-
mon for team members to be sep.
The textile and clothing (T&C) exports from Vietnam are rapidly touching heights. Over the years, it has shown promising growth in the T&C exports and the last year only it surpassed Bangladesh to become the 2nd largest garment exporter in the world after China. Team Apparel Resources has made the presentation for its readers to let them know about the T&C industry of this South East Asian country.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
Describe Burberry business Model with the brand management highlights based on the paper "The Burberry business model: creating an international luxury fashion brand by:Christopher M. Moore and Grete Birtwistle"
Burberry group PLC is one of the leading manufacturers of high-end luxury goods. They specialize in selling outwear, accessories, fragrance, clothing for women, men and children. The iconic checkered or tartan pattern of Burberry is a distinctive style adopted by the company. Originally founded in 1856 and was bought by Great Universal stores PLC in 1955 (Phan, Thomas and Heine, 2011). Company has managed to sustain and thrive. In 2006, Angela Ahrendts took over the company from Rose Bravo. She brought in a number of innovative marketing strategies of the company. During Angela Ahrendts a “Multi Dimensional strategy” was adopted in order to make sales. According to a 2013 report net asset value of Burberry was estimated to be 4.34 Billion (Johansson, 2014). In 2014 Christopher Bailey Took over the company and has been presiding over the company as CEO (Ward, and Dahl, 2014). The thorough marketing and brand strategy made by Burberry is explained in detail in the following.
Developing Global Teams to Meet 21st Century Challenges at W. .docxlynettearnold46882
Developing Global Teams to Meet 21st Century Challenges at W. L. Gore & Associates 563
INTEGRATIVE CASE 1.0
Developing Global Teams to Meet 21st Century
Challenges at W. L. Gore & Associates*
In 2008, W. L. Gore & Associates celebrated its 50th year
in business. During the first four decades of its existence,
Gore became famous for its products and for its use of
business teams located in a single facility. To facilitate the
development of teams, corporate facilities were kept to
200 associates or fewer.Wue to the challenges of a global
marketplace, business teams are no longer i"n a single fa-
cility. They are now often spread over three continents)
Products are sold on six continents and u~ed on all seven,
as well as under the ocean and in space.Qpe challenge of
having a successful global presence requires virtual teams
to enable a high degree of coordination in the develop-
ment, production, an~ warketing of products to custom-
ers across the world~s previously, teams are defined
primarily by product, but no longer by facility. Team
members are now separated by thousands of miles, mul-
tiple time zones, and a variety of languages and cultures)
Growth and glo balization present significant challenges
for W. L. Gore as it strives to maintain a family-like, en-
trepreneurial cu lture. According to Terri Kelly, the presi-
dent of Gore and a 25-year associate: 1
)
In the early days, our business was largely conducted at the
local level. There were global operations, but most relationships
were built regionally, and most decisions were made regionally.
That picture has evolved dramatically over the last 20 years,
as businesses can no longer be defined lry brick and mortar.
Today, most of our teams are spread across regions and
continents.(Therefore, the decision-making process is much
more globaYand virtual in nature, and there's a growing need
to build strong relationships across geographical boundaries.
The globaliwtion of our business has been one of the biggest
changes I've seen in the last 25 year0
Elements of the culture at Gore are cap tured in
Exhibit 1. The core belief in the need to take the long-
term view in business situations, and to make and keep
commitments, drives cooperation among individuals and
small teams. This is supported by key practices that replace
a traditional, hierarchical structure with flexible relation-
ships and a sense that all workers are "in the same boat."
~The ultimate focus is on empowering talented associates to
deliver highly innovative product;J
Despite substantia l growth, the core values have not
changed at Gore. The objective of the company, "to make
money and have fun," set forth by the founder Wilbert (Bill)
Gore is still part of the Gore culture. Associates around
the world are asked to follow the company's four guiding
principles:
1. Try to be fair.
2. Encou r age, he lp , and allow other associates to
grow in knowledge, skill, and scope of act.
Confirming Pagesg different languages, and live in quite .docxdonnajames55
Confirming Pagesg
different languages, and live in quite different
cultures. The diversity among team members,
combined with the company’s emphasis on
growth and globalized operations, presented sig-
nificant challenges for W. L. Gore as it strove to
maintain a family-like, entrepreneurial culture.
According to Terri Kelly, the president of Gore
and a 25-year associate: 2
In the early days, our business was largely con-
ducted at the local level. There were global opera-
tions, but most relationships were built regionally,
and most decisions were made regionally. That
picture has evolved dramatically over the last 20
years, as businesses can no longer be defined by
brick and mortar. Today, most of our teams are
spread across regions and continents. Therefore,
the decision-making process is much more global
and virtual in nature, and there’s a growing need
to build strong relationships across geographical
boundaries. The globalization of our business has
been one of the biggest changes I’ve seen in the
last 25 years.
Elements of the culture at Gore are captured
in Exhibit 1 . The core belief in the need to take
the long-term view in business situations, and to
make and keep commitments, drove cooperation
among individuals and small teams. This was sup-
ported by key practices that replaced traditional,
hierarchical structure with flexible relationships
and a sense that all workers were in the same boat.
I
n 2010, W. L. Gore & Associates celebrated
its 52nd year in business. Founded in 1958 by
Bill and Vieve Gore in the basement of their
home, Gore had grown into a global enterprise
famous for its high performance fabrics, medical
products, and next-generation electronic prod-
ucts, as well as its use of self-empowered teams of
employees (called associates at Gore). In its ear-
lier years, the company had endeavored to restrict
the size of its different corporate facilities to 200
associates or fewer, a practice that helped keep the
number of teams at a given facility to a manage-
able number and facilitated cross-team coordina-
tion. More recently, however, to better cope with
the challenges of a global marketplace, increasing
numbers of teams were composed of associates in
different facilities, sometimes facilities that were
spread across three continents; the coordination
of team members working in different facilities
was enabled by online communication.
In 2010, Gore’s products were sold on six con-
tinents and used on all seven continents, as well
as under the ocean and in space. The company
global operations required teams of associates to
tightly coordinate their activities in developing,
producing, and marketing products to custom-
ers across the world. Currently teams were orga-
nized primarily along product lines, with only a
few teams consisting of members working in the
same Gore facility. As a consequence, it was com-
mon for team members to be sep.
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
Running head: MGT 404 1 1
MGT 404 1 2
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
1. Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people and that they were to be granted freedom, satisfaction, and motivation. Besides, it also advocated for small teams within the enterprise. Notably, small teams were easy to manage in the free environment as they promoted coordination of the several groups present. Primarily, the establishment worked perfectly at the start, but as the company grew, their organizational design posed several issues. The primary challenge faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee's responsibility to grow connections and build their base with regards to their initiative. The relationships were formed at all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic goods and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
2. What should Gore do to build effective global teams?
Gore should uphold its model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception, and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. It means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small groups, each group will be capable of ma.
Running head: MGT 404 1 1
MGT 404 1 7
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people if they were to be granted freedom, satisfaction and motivation. Besides, it also advocated for small teams within the organization. Small teams were easy to manage in the free environment while they promoted coordination of the several groups present. The start of the organization worked perfect but as the company grew; their organizational design posed several changes. The primary challenge to be faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee’s responsibility to grow connections and build their base with regards to their initiative. The relationships were formed on all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic products and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
What should Gore do to build effective global teams?
Gore should still be based on their model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. This means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small teams, each team would be capable of manag.
Running head: MGT 404 1 1
MGT 404 1 7
Mgt 404 Week 1
Name
Institution
Mgt 404 Week 1
Describe Gore’s global organizational design challenge
Gore’s global design challenge was based on their initial organizational setting. Gore wanted a company that would promote freedom for everyone. It believed in the power of people if they were to be granted freedom, satisfaction and motivation. Besides, it also advocated for small teams within the organization. Small teams were easy to manage in the free environment while they promoted coordination of the several groups present. The start of the organization worked perfect but as the company grew; their organizational design posed several changes. The primary challenge to be faced by the team was dealing with the global marketplace. The company never applied conventional designs and it had no predetermined communication channels or chains of command (Intergrative Case 1.0, n.d). Each team member had the freedom to communicate with anyone. Since the organization lacked a formal design, the associates were obliged to develop their network using personal relationships. It was every employee’s responsibility to grow connections and build their base with regards to their initiative. The relationships were formed on all levels from the associates to the customers, vendors and the immediate community. Their organizational design also affected the running of different departments in the organization. The entity was divided into four divisions, the industrial products, medical products, electronic products and fabrics. The entity had small business units focused on the products and receiving support from the functions of the entire company to allow smooth operation on a daily basis. Business units were limited to their level of growth. The entity believed in the division to promote multiplication and growth. However, this model of organization was not guaranteed to work in all regions on the globe. The level of autonomy would be affected by different cultures around the world. Besides, intercommunications between the various nations would pose a challenge.
What should Gore do to build effective global teams?
Gore should still be based on their model of promoting freedom and autonomy. Freedom maximizes the team members' efforts and output when handled appropriately. However, Gore should identify the barriers that exist between national and international boundaries. Some of the obstacles include communication, perception and harmony within the company. Therefore, since the teams are growing and increasing across the globe, the team members should be separated in different facilities. This means that each division could have team members from various facilities working on the same project. The team members can be distributed across different facilities on the globe (Intergrative Case 1.0, n.d). Since the team has cultivated the culture of freedom and small teams, each team would be capable of manag.
Running head: TOTAL OILING COMPANY 1
TOTAL OILING COMPANY 6
Total Oiling Company
The Total Oiling Company is a well-known enterprise that has thousands of branches across the globe. It is a French multinational that integrated gas and oil companies. It is one of the six leading or superior oil companies in the world. The company’s businesses cover the gas and oil chain. They cover from the natural gas and crude oil, transportation, crude oil products trade, natural gas exploration and production, refining, marketing of petroleum products, and power generation. Additionally, the company has its head office in the West of Paris, Tour Total. The company’s history began with the creation of the CFP in the 1920s. CFP stands for the Compagnie Francaise des Petroles. Initially, the oil was produced in the Middle East. Later, Total began to expand into diverse petroleum, chemicals, refining and petroleum product marketing. They also expanded internationally. A hundred years down the line, Total Company has developed and grown to be a leading energy producer with a cutting edge innovation. The company's success is associated with the three statements. They have strengths and weaknesses connected to the statements. In addition, the company faces large opportunities as well as threats. All in all, the Total Company development and growth into an international company is tied to its customs and practices that place it at the top of the market in the oiling industry.
The Total Company’s history began in 1924 when it was known as Compagnie Francaise des Petroles. Its innovation was after the First World War. However, the then French Prime Minister rejected the proposal by the Royal Dutch Shell. According to the Prime Minister, the company would solely belong to the French. Later, a group of banks came together in support of the idea, coming up with the name Total (Selley & Sonnenberg, 2014). The name suggests that it is a French company. At that time, petroleum was a vital commodity due to the war. It was also part of the compensations by the Turkish due to the war damages after the First World War. In 1929, the company became a private sector company after the listing on the Stock Exchange, in Paris. The following year, it became engaged in the production and exploration of oil in the Middle East. Initially, the exploration was in Normandy. The company launched its branches in Africa, Canada and Venezuela, after the Second World War (Selley & Sonnenberg, 2014). They would pursue their sources from France. In 1954, the company produced its products as a Total brand of gasoline in Europe and Africa. In 1985, it was renamed to Total CFP because it was widely known for its gasoline products. The Total Company was listed on the New York Stock Exchange in 1991. However, the French .
5 Successful Examples of Corporate Social ResponsibilityCSR Today
Corporate social responsibility (CSR) is a business strategy used by for-profit organisations to find ways to advance social and environmental objectives while achieving core business objectives including maximising shareholder value and revenue growth.
Running head EVALUATING OPTIONS – STRATEGIC PLAN – PART 1 1.docxMARRY7
Running head: EVALUATING OPTIONS – STRATEGIC PLAN – PART 1
1
EVALUATING OPTIONS – STRATEGIC PLAN – PART 1
2
Evaluating Options - Strategic Plan - Part 1
Danielle Hall
STR GM 581
April 28, 2014
University of Phoenix
Instructor: Steven Hall
Company Background
Riordan Manufacturing is a multinational plastic manufacturing company based in China. It is owned and controlled by Riordan manufacturing industries. The company markets its products globally. The company’s mission, vision and goals are; the mission of the company is to enhance global supply of plastic materials and ensure environmental conservancy in the company’s operational activities. The company’s vision is to become the leading global plastics manufacturers. The company’s goals are to ensure that it supplies high quality plastic products to its customers in the global arena.
Competitive Advantage
Riordan Manufacturing has a high competitive advantage over its competitors. Riordan manufacturing was established many years ago and from past experience, the company has endured tough economic times and performances. Due to these experiences, the company has been able to adapt well and formulate proper mechanisms through which it can overcome many of the challenges and difficulties that it is faced with. New companies are more likely to be hard hit by tough economic times and depressions. While they are faced by such challenges, Riordan is likely to continue to register a successful trend in performance (Ghemawat, 2007).
The company has a strong economic base. A strong economic base is of great importance in helping the company expand its operations and open up new centers and branches worldwide. Large amounts of capital are required by a company in expanding international operations and branches. Many other companies that manufacture plastic products are less likely to expand their global operations due to lack of an adequate supply of capital resources (John, 1999).
The company has a good and positive management background. The healthy management provides good leadership and management of the company’s resources in a wise and most informed manner. The management is vital to the success of a company since the decisions a company makes are paramount to the success of the business. The managers are experienced enough and can steer positive development in the company.
The company’s large capital base enables it to conduct R&D in enhancing the manufacture of better and more improved products. Through R&D, Riordan manufacturing is able to develop new brands and manufacture better products unlike their counterparts who aren’t able to inject much into R&D activities. This gives Riordan an upper hand in the development of its products and meeting or enhancing customer satisfaction (Ghemawat, 2007).
Potential for Value Creation
The company has a big potential for value creation in many different aspects. The company, through R&D activities is able to develop better more refin ...
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(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
Business Model Canvas (BMC)- A new venture conceptP&CO
Business model Canvas (BMC)
Value proposition
Business model vs business plan
Customer Segments
Customer relationships
Channels
Key activities
Key resources
Revenue Streams
Key partners
Cost structure
The Importance of entrepreneurial storytellingP&CO
The Importance of entrepreneurial storytelling
Pitching in the context of founding and growing a venture
What types of entrepreneurial stories are there?
Crafting a good story
The Three Ws
“Entrepreneurship and Individuals”
Exercise: Five factor model of personality
Advantages and disadvantages of cognitive and trait-based entrepreneurship models
Why drugs are not price- sensitive?
Five big challenges looming for the streaming music service
What are the benefits of McDonald’s Self Ordering Kiosks?
What are the key trends shaping the payments Industry?
1- How Has the Internet Changed Shopping Behaviors?
2- How the Evolution of the Internet has Impacted on Retail Spaces?
3- What are the relevant consideration for finding & screening potential distributors?
4- What factors will you need to consider for choosing a shipping company?
5- What is a grey market?
a) It is a trademark issue
b) A pricing issue
c) A distribution issue
d) All of them
6- What are the causes and solutions of grey markets?
How can companies improve their new product development process and increase their market presence?
What product and brand management strategies can brands implement to help create successful new products and grow sales of their well-established lines?
What are the major problems facing companies, especially smaller ones, in resolving product adaptation issues?
Discuss the impact of the internet and technology in making a firm global, creating new products
How standardization benefits a business process and commercialisation?
What has allowed IKEA to be successful with a relatively standardised product and product line?
How does the experiential marketing approach help improve sales in Ikea?
Which features of ‘young people of all ages’ are universal and can be exploited by a global/regional strategy?
How does Corporate Social Responsibility (CSR) attract customers?
How does IKEA adapt its strategy for competing in international markets?
IKEA’s Social Initiative was created to manage the company’s social involvements on a global level. Why?
Company heritage and culture
The demand for innovation
Freedom for creativity
Tolerating failure
Autonomy and small businesses
High profile for science and technology
Communication and technology transfer
Opportunities and challenges
Cruise shipbuilding: Europe and Asia
Market potential
Africa’s Growing Middle Class
Ethics and bribery
Should Customers Care about Apple’s Treatment of Chinese Workers? (week 3)
Bribery and Corruption (week 5)
Group D- Micro moments
Micro-Moments (week 6)
Tutorial 3- Cultural and economic environment.pdfP&CO
Given the following statements, some of you have to find reasons to agree and others to disagree:
If people are serious about doing business with you, they will speak English
Values in cultures are the biggest challenge for international markets.
We can learn about culture by reading and attending to factual materials Urbanization is a problem in developing countries
In a country, the level of family income is a good indicator of market potential
Current consumer expenditure patterns in China are a business opportunity for Australia and New Zealand
The politics of your country affect your efforts in internationalisation
The long and difficult 13- year journey to the marketplace for Pfizer’s viagr...P&CO
Explain why it was so necessary to ensure marketing was involved in the early stages of this new product development project
Explain how, despite the enormous resources of Pfizer, a lack of available information made the evaluation of the new product proposal so very difficult.
Explain how the Viagra case needs to be viewed as a successful example of excellent applied science but also an excellent example of good marketing.
How can Pfizer manage the threat posed to Viagra by new entrants to the market?
How has Pfizer helped create a market for Viagra and thereby contributed to disease mongering?
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2. Introduction
This case study explores the role of organisational
management and culture within a very innovative firm,
which is responsible for some very well-known products
such as the famous Gore-Tex fabric, and yet few people
know very much about this remarkable organisation. It is
operated in a similar way to that of a co- operative such as
the John Lewis Partnership in the United Kingdom, where
the employees are also owners. In addition, the organisation
seeks to minimise management with the emphasis on action
and creativity. Today this enigmatic firm employs
approximately 7,000 people in more than 45 plants and
sales locations world-wide. Manufacturing operations are
clustered in the United States, Germany, Scotland, Japan
and China. Proprietary technologies with the versa- tile
polymer polytetrafluoroethylene (PTFE) have resulted in
numerous products for electronic signal transmission;
fabrics laminates; medical implants; as well as membrane,
filtration, sealant and fibres technologies for a range of
different industries.
3. Introduction
Today the organisation divides its
products into four main groupings:
medical products; fabric
products; electronic products;
and industrial products. Gore has
approximately 650 US patents and
thousands world-wide. Further
details of these can be found by
visiting the US Patent & Trademark
office website at www.uspto.gov
This Photo by Unknown Author is licensed under CC BY-SA-NC
4. Background
W.L. Gore & Associates is probably best known in Europe for its Gore-Tex product (that
piece of material in your coat that keeps you dry yet allows your body to breathe), yet few
people know very much about this privately owned and relatively secret company. Fewer
still realise the very innovative and contemporary way the organisation is run – it seeks to
have an ‘management style’. Annual revenues top $1 billion. W.L. Gore is a privately held
company ranking in the top 200 of the Forbes top 500 privately held companies for 2002.
Indeed, W.L. Gore would rank in the Fortune 500 companies in terms of profits, market
value and equity value. Given that the firm is a privately held corporation many details of
the company’s operations and strategies are not widely known. Unlike publicly listed firms
it does not need to share information on such topics as marketing strategies,
manufacturing processes or techno- logy development. The company is owned primarily
by its employees (known as associates) and the Gore family. W.L. Gore enterprises is
comprised of more than 7,000 associates at over 45 locations around the world.
5. Background
W.L. Gore & Associates was founded in 1958 in Newark,
Delaware, when Bill and Vieve Gore set out to explore
market opportunities for fluorocarbon polymers,
especially polytetrafluo- roethylene (PTFE). First
developed by Bill Gore when he worked as a scientist for
the Dupont Corporation. Gore could not get anyone at
Dupont to invest in his new idea, so he bought the patent
and went into business on his own. Within the first
decade alone, W.L. Gore wire and cables landed on the
moon (the firm supplied cables for the 1969 lunar
missions); the company opened divisions in Scotland
and Germany; and a venture partnership took root in
Japan.
6. Background
W.L. Gore has introduced its unique technical
capabilities into hundreds of diverse products. It
has defined new standards for comfort and
protection for work-wear and active-wear (Gore-
Tex); advanced the science of regenerating tissues
destroyed by disease or traumatic injuries;
developed next-generation materials for printed
circuit boards and fibre optics; and pioneered
new methods to detect and control
environmental pollution.
7. Gore-Tex, a breathable fabric
In 1969, Bob Gore discovered that rapidly stretching PTFE
created a very strong, micro- porous material (this became
known as expanded PTFE, or ePTFE), which offered a range of
new, desirable properties. To be effective a waterproof fabric
needs to be able to prevent moisture get- ting from the
outside to the inside. Furthermore, a waterproof fabric must
have the ability to with- stand water entry in active conditions
such as walking in wind-driven rain and sitting or kneeling on
a wet surface. In the case of garments for wear especially in
active conditions, perspiration is a common problem.
8. Gore-Tex, a breathable fabric
If perspiration vapor becomes trapped inside our clothing, it can con- dense into liquid
moisture that causes dampness – and wet heat loss is 23 times faster than dry heat
loss. A fabric that would enable moisture to escape and at the same time prevent
moisture from entering would seem unachievable, but that is precisely what the Gore-
Tex® fabric does. Raincoats incorporating the Gore-Tex® fabric were first introduced
way back in 1976, hence the patent for the breathable fabric expired in 1996.
However, new patents are still active on improved methods of making Gore-Tex®
fabric. There are now many generic versions of breath- able fabric on the market. The
success of the product has largely been witnessed in the 1990s as outdoor pursuits
grew rapidly in popularity during this period. This led to an explosion in sales of
Gore-Tex related products, such as coats, back-packs, shoes and trousers.
Indeed, clothing manufacturers who used the Gore-Tex fabric in their garments, such
as Berghaus, Karrimor and North Face, became household names as this once
esoteric specialised clothing market became mainstream.
9. Working within W.L. Gore Associates
The very unusual organisational structure and management sets this firm
apart from its competitors. Moreover, there is some evidence to support
its claim to be highly creative and innovative as Gore – US has made all
six annual lists of the ‘100 Best Companies to Work for’ in Fortune
magazine from 1998 to 2003. Its UK firm was ranked among the ‘100
Best Places to Work in the U.K.’ (McCall, 2002). Gore – Italy ranked
among the ‘35 Best Places to Work in Italy’ (2003). Gore – Germany
ranked among the ‘50 Best Places to Work in Germany’ (2003). It is often
cited as a model for effective management of innovation, and the firm is
proud of its heritage and how it works.
10. Non-hierarchical
corporate culture
The firm’s unique structure was born out of Bill Gore’s frustration with a large
corporate bureaucracy; the W.L. Gore culture seeks to avoid taxing creativity
with conventional hierarchy. The company encourages hands-on innovation,
involving those closest to a project in decision making; hence decision
making is based on knowledge rather than seniority. Teams organise around
opportunities and leaders emerge based on the needs and priorities of a
particular business unit. To avoid the traditional pyramid of bosses and
managers, Bill created a flat lattice organisational structure in which there
are no chains of command and no pre-determined channels of
communication. Instead, employees communicate directly with each other
and are accountable to fellow members of multi-disciplinary teams. The
company bases its business philosophy on the belief that given the right
environment, there is no limit to what people can accomplish.
11. Non-hierarchical
corporate culture
The formula seems to have worked. In 40 years of business, W.L. Gore &
Associates has developed hundreds of unique products that reflect an underlying
commitment to fluoropoly mertechnologies. The company is passionate about
innovation and has built a unique work environment to support it based on a
corporate culture that encourages creativity, initiative and discovery.
The last principle is meant to protect the company from inappropriate risk. While
employees are given wide latitude to pursue entrepreneurial opportunities, no one
can initiate projects involving significant corporate financial commitments without
thorough review and participation by qualified associates.
12. Employee ownership structure
The goal of Gore’s highly flexible and competitive programme is to maximise
freedom and fairness for each associate. The benefit plans con- sist of core
benefits and flexible benefits. Core benefits are basic plans and services
provided by Gore to all eligible associates. They include an Associate Stock
Ownership Plan, vacation, holidays, profit sharing, sick pay, basic life
insurance, travel accident insurance and adoption aid.
The Associate Stock Ownership Plan (ASOP) is the most valuable financial
benefit. Its purpose is to provide equity ownership, and through this
ownership, to provide financial security for retirement. All associates have
an opportunity to participate in the growth of the company by acquiring
ownership in it. Every year W.L. Gore contributes up to 15 per cent of pay to
an account that purchases W.L. Gore stock for each participating associate.
W.L. Gore contributes the same percentage of pay for each associate active
in the plan. An associate is eligible for this benefit after one full year of
employment and qualifies for full ownership of their accounts after five years
of service, when they are fully vested. Valued quarterly, W.L. Gore stock is
privately held and is not traded on public markets. The ASOP, although it
does not own all of the W.L. Gore shares, does own a majority of them, with
the remainder owned by the Gore family.
13. Employee
ownership
structure
Associates also qualify for cash profit-sharing distributions when corporate profit
goals have been reached. Profit-sharing distributions typic- ally occur an average of
twice a year. In addition, each pay period associates are provided with pre-tax
benefits, called flex dollars, to use for the purchase of ‘flexible benefits. These
include medical plans, dental plans, long-term disability insurance, personal days,
supplemental individual life insurance, family life insurance and health care or
dependent care spending accounts
14. Unique characteristics
of ownership culture
W.L. Gore believes that given the right environ-
ment, there is no limit to what people can
accomplish. That is where the W.L. Gore lattice
system comes in to play. It gives the associates the
opportunity to use their own judgement, select their
own projects and directly access the resources they
need to be successful. Another unique aspect of the
lattice system is the com- pany’s insistence that no
single operating division become larger than 200
people in order to preserve the intimacy and ease
of communica- tions among smaller work groups.
As divisions grow, they are separated into
constituent parts to preserve that culture.
15. Conclusions
=This case illustrates some of the organisational characteristics that are necessary for innovation to occur. The
unique organisational model seems to work for W.L. Gore. It is certainly contemporary and does seem to help to
unleash creativity and to foster teamwork in an entrepreneurial environment that seeks to provide maximum
freedom and support for its employees (associates). Many of the organisational characteristics are not, however,
unique to W.L. Gore and there are many other firms where these characteristics can be found, such as 3M,
Hewlett Packard, Corning, Dyson, BP and Shell. It does reinforce the need for firms wishing to be innovative to
adopt these characteristics
16. Conclusions
This case illustrates some of the organisational
characteristics that are necessary for innovation to
occur. The unique organisational model seems to work
for W.L. Gore. It is certainly contemporary and does
seem to help to unleash creativity and to foster
teamwork in an entrepreneurial environment that seeks
to provide maximum freedom and support for its
employees (associates). Many of the organisational
characteristics are not, however, unique to W.L. Gore
and there are many other firms where these
characteristics can be found, such as 3M, Hewlett
Packard, Corning, Dyson, BP and Shell. It does
reinforce the need for firms wishing to be innovative to
adopt these characteristics
17. Conclusions
There are several key characteristics that help make the W.L. Gore company
successful, both financially and as a place to work. First, the high- quality
technology and heritage of the firm that encourages an emphasis on developing
superior products. Second, the use of small teams encourages direct one-on-one
communication, this con- tributes to the ability to make timely; informed decisions
and get products to market very quickly.
18. Conclusion
Third, the channels of communications are very open, the lattice
structure allowing all employees the freedom to meet and discuss
pro- jects, situations, concerns and share congratulations with
everyone. Fourth, W.L. Gore believes that providing equity
compensation to its employees establishes a sense of ownership and
increased commitment among its employees. The ASOP program at
W.L. Gore is the majority owner of the company. Fifth, W.L. Gore
provides a comprehensive set of employee benefits and is continually
looking for ways to improve upon what is currently available.
Sometimes that just means re-evaluating what the employees want
and need. Finally, making sure that the individual work groups do not
get too large to be effective is a key element of ‘right-sizing’ for the
company culture. This way W.L. Gore maintains a sense of intimacy
and ease of communications among its work groups.
19. Conclusion
While the employee share ownership sounds attractive,
any decrease in performance and fall in value of the
shares can cause enormous resentment within the firm
as they see the value of their savings decrease. And
unlike publicly listed firms these shareholders cannot
remove the managers. W.L. Gore’s competitors are
varied and diverse: there is no single company which
competes with Gore in every product area. Firms such
as Bayer, Hoecht, Corning, Dow and Du-Pont all
compete in Gore’s product fields: medical, fabric,
industrial and electronic applications.
20. Tutorial 3 questions
1. Explain what happened to the Gore-Tex brand after the patent expired. What activity can firms use
to try to maintain any advantage developed during the patent protection phase?
2. List some of the wide range of products where the Gore-Tex fabric has been applied?
3. It seems that Gore Associates is heavily oriented towards technology; what are some of the
dangers of being too heavily focused on technology?
4. Cooperatives and share-ownership schemes provide many attractions and benefits, but there are
also limitations; discuss these.