Harvard Business Review - Grolsh case study solutionsSaurabh Mhase
Grolsch knew that to compete with its main competitor Heineken in the international beer market, it needed to globalize. It started by expanding in Europe where it was from originally, and then globally entered markets like the US, Canada, New Zealand, Australia, and India. This globalization proved very successful as over half of Grolsch's total sales eventually came from international markets. However, Grolsch also learned it needed to adapt to local tastes and partner with local brands in different countries to be successful long-term in those markets.
Grolsch case analysis team 3 final-6-26-2014Luis Salcedo
Here are potential responses to the questions:
What lessons can be drawn from where Grolsch has been most successful?
- Grolsch has been most successful in its home market of the Netherlands where it has strong brand recognition and heritage. This suggests the importance of building local brand awareness and cultural relevance.
Did the merger with SABMiller add value? If so, how?
- The merger with SABMiller likely added value by giving Grolsch access to SABMiller's global distribution network and expertise in emerging markets. This helped Grolsch expand into new regions.
What additional recommendations on strategy would you make?
- Focus on differentiating Grolsch as a premium craft brand and capitalize on
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
In response to a huge crisis in 2000, the new CEO of Procter & Gamble has to decide whether to continue with an unusual organizational design or to revert to the old matrix organization. Describes all the organizational designs used by Procter & Gamble from the 1920s onward, including geographic, product, and matrix architectures. Market development organizations, global business units, and global business services unit, each of which is heavily interdependent with the others and none of which has a clear decision-making advantage, comprise the unusual organizational design. Examination of the different organizational designs, trade-offs associated with each organizational architecture as well as the accompanying implementation problems
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
Global supply chain case study team8_submit v2Meghan Histand
The team selected design options and suppliers that balanced low production costs with flexibility. They split production between overseas and domestic suppliers. For forecasting, they averaged all forecasts rather than following the consensus. They set initial production slightly above forecasts and issued change orders when costs outweighed $2M adjustment fees. Investing in market research helped inform change orders. Overall, balancing costs and flexibility along with responsiveness to new data worked well.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in Cincinnati, Ohio in 1837. It holds one of the most powerful portfolios of over 100 trusted brands worldwide, including Bounty, Crest, Febreze, Gillette, Iams, and Pampers. P&G has achieved success through a focus on innovation, research and development, and building strong consumer connections through marketing. Key strategies have included the creation of Global Business Units, the connect-and-develop model of open innovation, intensified focus on design, and extensive consumer research.
Harvard Business Review - Grolsh case study solutionsSaurabh Mhase
Grolsch knew that to compete with its main competitor Heineken in the international beer market, it needed to globalize. It started by expanding in Europe where it was from originally, and then globally entered markets like the US, Canada, New Zealand, Australia, and India. This globalization proved very successful as over half of Grolsch's total sales eventually came from international markets. However, Grolsch also learned it needed to adapt to local tastes and partner with local brands in different countries to be successful long-term in those markets.
Grolsch case analysis team 3 final-6-26-2014Luis Salcedo
Here are potential responses to the questions:
What lessons can be drawn from where Grolsch has been most successful?
- Grolsch has been most successful in its home market of the Netherlands where it has strong brand recognition and heritage. This suggests the importance of building local brand awareness and cultural relevance.
Did the merger with SABMiller add value? If so, how?
- The merger with SABMiller likely added value by giving Grolsch access to SABMiller's global distribution network and expertise in emerging markets. This helped Grolsch expand into new regions.
What additional recommendations on strategy would you make?
- Focus on differentiating Grolsch as a premium craft brand and capitalize on
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
In response to a huge crisis in 2000, the new CEO of Procter & Gamble has to decide whether to continue with an unusual organizational design or to revert to the old matrix organization. Describes all the organizational designs used by Procter & Gamble from the 1920s onward, including geographic, product, and matrix architectures. Market development organizations, global business units, and global business services unit, each of which is heavily interdependent with the others and none of which has a clear decision-making advantage, comprise the unusual organizational design. Examination of the different organizational designs, trade-offs associated with each organizational architecture as well as the accompanying implementation problems
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
Global supply chain case study team8_submit v2Meghan Histand
The team selected design options and suppliers that balanced low production costs with flexibility. They split production between overseas and domestic suppliers. For forecasting, they averaged all forecasts rather than following the consensus. They set initial production slightly above forecasts and issued change orders when costs outweighed $2M adjustment fees. Investing in market research helped inform change orders. Overall, balancing costs and flexibility along with responsiveness to new data worked well.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in Cincinnati, Ohio in 1837. It holds one of the most powerful portfolios of over 100 trusted brands worldwide, including Bounty, Crest, Febreze, Gillette, Iams, and Pampers. P&G has achieved success through a focus on innovation, research and development, and building strong consumer connections through marketing. Key strategies have included the creation of Global Business Units, the connect-and-develop model of open innovation, intensified focus on design, and extensive consumer research.
Bosch justified changing its name in India from MICO to Bosch to create brand synergy and leverage MICO's brand equity. However, MICO had 50 years of brand recognition that could not be replaced in 5 years. While dual branding as MICO Bosch seemed feasible, research found customers remember only one name. Bosch's brand migration campaign targeted employees, customers, media and opinion leaders through various communication channels like direct marketing, roadshows, and advertisements. For its large aftermarket audience, Bosch used unconventional methods like erecting structures on highways and distributing promotional goods. Though awareness increased, Bosch recall remained low and it took 7 years to reach all customers. Continuing communication is needed to fully transition the
Cola Wars - Coke Vs Pepsi Harvard Business School Case StudyMohan Kanni
A brief presentation on case study Cola Wars where we try to analyse the past history and predict the future of their business and growth opportunities from a Marketing Management Perspective.
Procter & Gamble uses an intensive distribution system in India to widely distribute its fast-moving consumer goods. It has manufacturing facilities in five areas of India and uses a network of state-wise marketing agents and redistribution stockists to supply retailers and stores. Products are first transported by ship and then truck fleets to distribution centers, and the company is investing in a more agile distribution network to optimize inventory levels.
Galanz is a Chinese appliance manufacturer founded in 1978 that initially produced down feather products and later entered the microwave oven business in 1992. It began as an OEM supplier, purchasing components from others, but later invested in R&D and began designing and producing its own magnetrons in 2000. The document discusses Galanz's operations strategy including its transition between OEM, ODM and OBM business models over time. It also identifies both good practices like utilizing production facilities fully and bad practices like poor production planning that Galanz engaged in. Problems faced by Galanz regarding its low cost strategy and developing an international OBM business are presented along with solutions around improving quality and variety and pursuing a global brand through strategic partnerships.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
SouthWest Airlines: In a different worldkaiwalyamisra
This document discusses Southwest Airlines' potential acquisition of gates and slots available at LaGuardia Airport following another airline ceasing operations. While operations managers were concerned about potential delays, the presentation recommends Southwest acquire the gates and slots. Doing so would allow Southwest to enter the large New York market and continue its growth. However, steps would need to be taken to isolate LaGuardia operations and prevent any delays from affecting Southwest's whole network. The presentation also examines how Southwest has maintained its success factors as it has expanded its operations and customer offerings in recent years.
This document provides instructor notes for a case study on Mondelēz International. It outlines 3 exam questions students should answer, weighting each question at 33.3%. It discusses the strategic management issues around Mondelēz's acquisition of Cadbury, demerger from Kraft, and divestment of its coffee business. The case examines these events in the context of Mondelēz's long-term strategy to build a global snacks business and respond to pressures from slowing emerging markets and activist shareholders. It also analyzes CEO Irene Rosenfeld's role in balancing long-term growth and short-term shareholder value.
D.light designs and sells affordable solar lanterns in developing countries. It sells its three product lines - S2, S20, S300 - through local dealers and distributors in 32 countries. The lanterns provide bright, clean lighting as an alternative to kerosene lanterns. D.light faces challenges in building credibility, creating a new product category, and overcoming the legacy of kerosene, but sees opportunities through demonstrating quality, trustworthy distribution partners, and emphasizing solar's advantages over kerosene.
Red Bull has established itself as the leading energy drink brand globally through its grassroots marketing strategies such as sponsoring extreme sports events. However, increased competition from other brands and changing consumer preferences require Red Bull to diversify its product portfolio and increase traditional advertising. A SWOT analysis indicates Red Bull's strengths are its brand image and global presence, while weaknesses include limited products and high prices. Opportunities exist in expanding to new markets and products, while threats comprise stronger competition and potential regulation of caffeine content.
The Lego case study, the great turnaround 2003 - 2013John Ashcroft
In presenting his report to management in June 2003, Jørgen Vig Knudstorp, then head of strategic development had pulled no punches, “We are on a burning platform, losing money with negative cash flow and a real risk of debt default which could lead to a break up of the company. In 2013, LEGO reported profits of $1.5 bn on sales of $4.5 bn. Quite a turnaround! Here's how.
Procter & gamble marketing strtergy MBA PPT OF MARKETING Babasab Patil
This presentation provides an overview of Procter & Gamble (P&G), including its industry, history, brands, objectives, competitors and marketing strategies. P&G is a leading consumer goods company that markets household products like Tide, Pantene, Bounty and Charmin. The presentation discusses P&G's orientation, SWOT analysis, brand features, competitors like Unilever and Colgate, and strategies for addressing strengths and weaknesses of rivals.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
Galanz is a Chinese appliance manufacturer that has diversified into OEM, OBM, and ODM businesses. It has experienced growth through cost advantages and scale but now faces challenges including low overseas brand awareness, antitrust lawsuits, and conflicts between its business models. The document analyzes Galanz's past strategy, current issues, and opportunities for the future, including developing new capabilities, investing in its brand, and improving production planning. It recommends continuing diversification while better integrating its business units and capturing synergies through shared resources and transfer of competencies across its value chain.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Philips was founded in 1892 in the Netherlands and built its success on product innovation and responsive national organizations around the world. Matsushita was founded in 1918 in Japan and focused on centralized, efficient operations and internal competition between divisions. While Philips benefited from national responsiveness, it struggled with higher costs and coordination between divisions. Matsushita succeeded by focusing on low costs, research, and a flexible structure, but faced challenges in transitioning operations globally as markets changed. Both companies have since worked to adapt their organizations to remain competitive in a global environment.
P&G is an American consumer goods company headquartered in Cincinnati, Ohio with one of the most powerful brand portfolios. The case discusses P&G's marketing strategy under various CEOs as it enters new markets and shifts from product-based to consumer-centric marketing. P&G takes a scientific approach to connect with consumers through design, digital marketing, sponsorship, celebrity endorsements, and interactive community promotion. Key issues examined are growing P&G's core brands through innovation and design, building business with unserved consumers through digital and direct marketing, and developing faster-growing higher margin global businesses.
The document introduces the ADDING value scorecard as a tool for assessing international business strategy. The scorecard breaks down value creation into six components: Adding volume, Decreasing costs, Differentiating, Improving industry attractiveness, Normalizing risks, and Generating knowledge. For each component, guidelines are provided for analysis, such as unbundling costs, assessing the effects of volume, and accounting for cross-country differences. The scorecard is intended to facilitate robust evaluation of global strategies and avoid errors like focusing too narrowly on size-based metrics.
VOLVO TRUCKS : PENETRATING THE US MARKETAamir chouhan
Volvo aimed to penetrate the US truck market by acquiring White Motor Corporation and GM's heavy truck division. This allowed Volvo to gain market share and establish manufacturing and distribution networks in the US. However, Volvo still only achieved 12% market share due to strong competition from domestic brands. The report recommends Volvo expand into new global markets through local partnerships to establish manufacturing and distribution.
Essential Principles of Effective Management: A Concise Guidebmodi554
Manage Right: Core Principles in 40" encapsulates the fundamental concepts of effective management in a succinct manner. This concise guide serves as a comprehensive reference for both seasoned managers and those new to leadership roles. With a focus on brevity, it distills decades of management theory and practice into essential principles that are easily digestible and applicable across various industries and organizational contexts.
The guide begins by outlining the foundational elements of management, including strategic planning, organizational structure, and decision-making processes. It emphasizes the importance of clear communication, fostering a positive work culture, and cultivating strong interpersonal relationships within teams. Through concise yet comprehensive explanations, readers gain insights into key management principles such as delegation, motivation, and performance evaluation.
Drawing on real-world examples and case studies, "Manage Right" illustrates how these principles can be implemented effectively to overcome common challenges encountered in the workplace. Whether navigating conflicts, managing change, or fostering innovation, the guide provides practical strategies and actionable advice to help managers achieve success.
Furthermore, "Manage Right" acknowledges the dynamic nature of the modern business landscape, with discussions on topics such as adaptability, resilience, and the embrace of technology. It encourages managers to stay agile and responsive to evolving market trends and consumer demands, while also prioritizing ethical considerations and sustainability initiatives.
With its concise format, "Manage Right" is designed for busy professionals seeking immediate insights and actionable strategies to enhance their managerial effectiveness. Whether used as a quick reference tool or a comprehensive study guide, this resource empowers managers at all levels to lead with confidence and achieve lasting success in today's competitive business environment.
Procter & Gamble was founded in 1837 in Cincinnati, Ohio as a candle and soap maker. As demand grew, the company expanded by building factories across the US. In the 1920s-1930s, P&G sponsored radio programs to boost sales. P&G continued expanding internationally through acquisitions and by introducing revolutionary new products. However, sales began declining in the 1990s due to globalization challenges. P&G addressed this by closing plants, laying off workers, and reorganizing into global business units focused on regional needs. This stabilization and adaptation allowed P&G to once again succeed globally.
Bosch justified changing its name in India from MICO to Bosch to create brand synergy and leverage MICO's brand equity. However, MICO had 50 years of brand recognition that could not be replaced in 5 years. While dual branding as MICO Bosch seemed feasible, research found customers remember only one name. Bosch's brand migration campaign targeted employees, customers, media and opinion leaders through various communication channels like direct marketing, roadshows, and advertisements. For its large aftermarket audience, Bosch used unconventional methods like erecting structures on highways and distributing promotional goods. Though awareness increased, Bosch recall remained low and it took 7 years to reach all customers. Continuing communication is needed to fully transition the
Cola Wars - Coke Vs Pepsi Harvard Business School Case StudyMohan Kanni
A brief presentation on case study Cola Wars where we try to analyse the past history and predict the future of their business and growth opportunities from a Marketing Management Perspective.
Procter & Gamble uses an intensive distribution system in India to widely distribute its fast-moving consumer goods. It has manufacturing facilities in five areas of India and uses a network of state-wise marketing agents and redistribution stockists to supply retailers and stores. Products are first transported by ship and then truck fleets to distribution centers, and the company is investing in a more agile distribution network to optimize inventory levels.
Galanz is a Chinese appliance manufacturer founded in 1978 that initially produced down feather products and later entered the microwave oven business in 1992. It began as an OEM supplier, purchasing components from others, but later invested in R&D and began designing and producing its own magnetrons in 2000. The document discusses Galanz's operations strategy including its transition between OEM, ODM and OBM business models over time. It also identifies both good practices like utilizing production facilities fully and bad practices like poor production planning that Galanz engaged in. Problems faced by Galanz regarding its low cost strategy and developing an international OBM business are presented along with solutions around improving quality and variety and pursuing a global brand through strategic partnerships.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
SouthWest Airlines: In a different worldkaiwalyamisra
This document discusses Southwest Airlines' potential acquisition of gates and slots available at LaGuardia Airport following another airline ceasing operations. While operations managers were concerned about potential delays, the presentation recommends Southwest acquire the gates and slots. Doing so would allow Southwest to enter the large New York market and continue its growth. However, steps would need to be taken to isolate LaGuardia operations and prevent any delays from affecting Southwest's whole network. The presentation also examines how Southwest has maintained its success factors as it has expanded its operations and customer offerings in recent years.
This document provides instructor notes for a case study on Mondelēz International. It outlines 3 exam questions students should answer, weighting each question at 33.3%. It discusses the strategic management issues around Mondelēz's acquisition of Cadbury, demerger from Kraft, and divestment of its coffee business. The case examines these events in the context of Mondelēz's long-term strategy to build a global snacks business and respond to pressures from slowing emerging markets and activist shareholders. It also analyzes CEO Irene Rosenfeld's role in balancing long-term growth and short-term shareholder value.
D.light designs and sells affordable solar lanterns in developing countries. It sells its three product lines - S2, S20, S300 - through local dealers and distributors in 32 countries. The lanterns provide bright, clean lighting as an alternative to kerosene lanterns. D.light faces challenges in building credibility, creating a new product category, and overcoming the legacy of kerosene, but sees opportunities through demonstrating quality, trustworthy distribution partners, and emphasizing solar's advantages over kerosene.
Red Bull has established itself as the leading energy drink brand globally through its grassroots marketing strategies such as sponsoring extreme sports events. However, increased competition from other brands and changing consumer preferences require Red Bull to diversify its product portfolio and increase traditional advertising. A SWOT analysis indicates Red Bull's strengths are its brand image and global presence, while weaknesses include limited products and high prices. Opportunities exist in expanding to new markets and products, while threats comprise stronger competition and potential regulation of caffeine content.
The Lego case study, the great turnaround 2003 - 2013John Ashcroft
In presenting his report to management in June 2003, Jørgen Vig Knudstorp, then head of strategic development had pulled no punches, “We are on a burning platform, losing money with negative cash flow and a real risk of debt default which could lead to a break up of the company. In 2013, LEGO reported profits of $1.5 bn on sales of $4.5 bn. Quite a turnaround! Here's how.
Procter & gamble marketing strtergy MBA PPT OF MARKETING Babasab Patil
This presentation provides an overview of Procter & Gamble (P&G), including its industry, history, brands, objectives, competitors and marketing strategies. P&G is a leading consumer goods company that markets household products like Tide, Pantene, Bounty and Charmin. The presentation discusses P&G's orientation, SWOT analysis, brand features, competitors like Unilever and Colgate, and strategies for addressing strengths and weaknesses of rivals.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
Galanz is a Chinese appliance manufacturer that has diversified into OEM, OBM, and ODM businesses. It has experienced growth through cost advantages and scale but now faces challenges including low overseas brand awareness, antitrust lawsuits, and conflicts between its business models. The document analyzes Galanz's past strategy, current issues, and opportunities for the future, including developing new capabilities, investing in its brand, and improving production planning. It recommends continuing diversification while better integrating its business units and capturing synergies through shared resources and transfer of competencies across its value chain.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Philips was founded in 1892 in the Netherlands and built its success on product innovation and responsive national organizations around the world. Matsushita was founded in 1918 in Japan and focused on centralized, efficient operations and internal competition between divisions. While Philips benefited from national responsiveness, it struggled with higher costs and coordination between divisions. Matsushita succeeded by focusing on low costs, research, and a flexible structure, but faced challenges in transitioning operations globally as markets changed. Both companies have since worked to adapt their organizations to remain competitive in a global environment.
P&G is an American consumer goods company headquartered in Cincinnati, Ohio with one of the most powerful brand portfolios. The case discusses P&G's marketing strategy under various CEOs as it enters new markets and shifts from product-based to consumer-centric marketing. P&G takes a scientific approach to connect with consumers through design, digital marketing, sponsorship, celebrity endorsements, and interactive community promotion. Key issues examined are growing P&G's core brands through innovation and design, building business with unserved consumers through digital and direct marketing, and developing faster-growing higher margin global businesses.
The document introduces the ADDING value scorecard as a tool for assessing international business strategy. The scorecard breaks down value creation into six components: Adding volume, Decreasing costs, Differentiating, Improving industry attractiveness, Normalizing risks, and Generating knowledge. For each component, guidelines are provided for analysis, such as unbundling costs, assessing the effects of volume, and accounting for cross-country differences. The scorecard is intended to facilitate robust evaluation of global strategies and avoid errors like focusing too narrowly on size-based metrics.
VOLVO TRUCKS : PENETRATING THE US MARKETAamir chouhan
Volvo aimed to penetrate the US truck market by acquiring White Motor Corporation and GM's heavy truck division. This allowed Volvo to gain market share and establish manufacturing and distribution networks in the US. However, Volvo still only achieved 12% market share due to strong competition from domestic brands. The report recommends Volvo expand into new global markets through local partnerships to establish manufacturing and distribution.
Essential Principles of Effective Management: A Concise Guidebmodi554
Manage Right: Core Principles in 40" encapsulates the fundamental concepts of effective management in a succinct manner. This concise guide serves as a comprehensive reference for both seasoned managers and those new to leadership roles. With a focus on brevity, it distills decades of management theory and practice into essential principles that are easily digestible and applicable across various industries and organizational contexts.
The guide begins by outlining the foundational elements of management, including strategic planning, organizational structure, and decision-making processes. It emphasizes the importance of clear communication, fostering a positive work culture, and cultivating strong interpersonal relationships within teams. Through concise yet comprehensive explanations, readers gain insights into key management principles such as delegation, motivation, and performance evaluation.
Drawing on real-world examples and case studies, "Manage Right" illustrates how these principles can be implemented effectively to overcome common challenges encountered in the workplace. Whether navigating conflicts, managing change, or fostering innovation, the guide provides practical strategies and actionable advice to help managers achieve success.
Furthermore, "Manage Right" acknowledges the dynamic nature of the modern business landscape, with discussions on topics such as adaptability, resilience, and the embrace of technology. It encourages managers to stay agile and responsive to evolving market trends and consumer demands, while also prioritizing ethical considerations and sustainability initiatives.
With its concise format, "Manage Right" is designed for busy professionals seeking immediate insights and actionable strategies to enhance their managerial effectiveness. Whether used as a quick reference tool or a comprehensive study guide, this resource empowers managers at all levels to lead with confidence and achieve lasting success in today's competitive business environment.
Procter & Gamble was founded in 1837 in Cincinnati, Ohio as a candle and soap maker. As demand grew, the company expanded by building factories across the US. In the 1920s-1930s, P&G sponsored radio programs to boost sales. P&G continued expanding internationally through acquisitions and by introducing revolutionary new products. However, sales began declining in the 1990s due to globalization challenges. P&G addressed this by closing plants, laying off workers, and reorganizing into global business units focused on regional needs. This stabilization and adaptation allowed P&G to once again succeed globally.
This document discusses managing global supply chains and the trend towards globalization. Some key points:
1) Managing global supply chains presents challenges around offering local variety while gaining efficiencies of scale. Companies aim to balance these through strategies like focused factories and postponement.
2) Centralizing inventories can reduce stock but may increase transport costs; managing inventory virtually near customers can provide benefits without physical consolidation.
3) Global pipelines have more variability in lead times. Gaining end-to-end visibility across complex global supply chains is important for managing uncertainty.
Red Bull has built a highly successful global brand through innovative marketing strategies. It was the first energy drink and has grown to sell over 4 billion cans annually worldwide. Red Bull targets younger consumers directly through grassroots marketing like student brand managers and street teams. It also invests heavily in extreme sports sponsorships, which have global appeal. Through unconventional promotions and an ability to adapt locally, Red Bull has achieved the leading market share position globally and aims to one day surpass Coca-Cola as the number one beverage brand.
PG0-001M A Y 6 , 2 0 1 1 _________________________.docxaryan532920
This document provides background information on Royal Grolsch N.V., a Dutch brewing company. In November 2007, SABMiller acquired Grolsch for €816 million. Grolsch traced its history back to 1615 and was known for its iconic green swing-top bottle. It focused on international growth and was the 21st largest global beer brand by volume prior to the acquisition. The document discusses Grolsch's products, markets, operations, and strategy leading up to the SABMiller acquisition.
Coca-Cola announced in 2000 that it would shift from a global marketing approach to a more localized "multi-domestic" strategy. This raised questions about whether marketing globalization may be reaching its limits. While globalization allows for scale benefits, it can also lead to insensitivity to local needs, poor local execution, and damage to brand equity from over-standardization. Coca-Cola felt it had become too big, slow, and insensitive in its global approach. Its shift back emphasizes empowering local teams to be more responsive to local markets through customized advertising, brands, and products.
Red Bull faces problems with its aging target market and need to reposition its strategy against new competitors. It currently focuses only on young urban males, but needs to target other generations as well to maintain its market leadership. The document recommends Red Bull increase product availability through mass media promotions to reach a wider demographic while staying true to its positioning as an affordable way to gain energy and experience.
The four major Australian wine companies - Beringer Blass, Southcorp, BRL Hardy, and Orlando Wyndham - have expanded from exporters to global producers. In the 1980s, they grew through exporting but in the 1990s began market development strategies like joint ventures and acquisitions. By the 2000s, they had become global operators using foreign direct investment. The companies were influenced to switch from exporting to gain access to distribution networks, create new brand portfolios, launch global brands, and become higher valued brands. This allowed them to share risks and costs but also access greater resources to reduce dependence on the UK market and diversify internationally. Challenges from the switch include increased complexity and control from operations
Brand Packaging - Cover Story - Going Glocal by Gil HorskyGil Horsky
This cover article in the May '17 edition of Brand Packaging, was written by Gil Horsky. The article focuses on the concept of GloCal packaging and design, and the importance balancing the desire for global consistency, with the need for local relevance
Wal-Mart was the largest retailer in the world by 2008, but did not expand internationally until 1991 when it opened its first store in Mexico. It then grew through a combination of acquisitions, joint ventures, and building new stores ("greenfield" sites) in countries like Canada, Argentina, Brazil, China, Germany, South Korea, and the UK. However, Wal-Mart struggled in Germany due to cultural and regulatory differences, including strong unions and consumer preferences for local brands, and ultimately sold its German operations in 2006.
The document discusses various concepts related to global marketing, including different approaches to entering international markets, adapting marketing mixes for other countries, and the three major forms of international marketing organization. It also provides examples of how companies like Coca-Cola have successfully expanded globally by balancing standardization with local adaptation. The overall roadmap previews how international trade systems, economic, political-legal, and cultural factors influence global marketing decisions.
The document discusses international business strategies used by various companies. It explains that Procter & Gamble follows a transnational strategy with centralized R&D and localized production and marketing. Vodafone initially pursued a global strategy by standardizing its phone technology worldwide but failed to adapt to local Japanese preferences. Walmart had to expand internationally to continue growing after saturating the US market, and benefited from economies of scale and cross-border knowledge sharing, though it struggled at first to replicate its distribution system in Mexico and had to localize product offerings and partnerships.
Colgate has developed successful marketing strategies over its 200-year history. It focuses on satisfying customer needs through a mix of promotional activities including advertising, sales promotions, public relations, personal selling, and direct marketing. Colgate segments the market and targets different groups with tailored products and promotions. Its strong brand image, global market share in oral care, and multipronged marketing approaches have made it the leading consumer products company worldwide.
Red Bull was founded in the 1980s by Dietrich Mateschitz, who created the energy drink formula and unique marketing concept. The drink launched in Austria in 1987 and has since expanded to over 167 countries. Red Bull is the leading energy drink brand, known for its sponsorships and sampling events. While it has weaknesses like a limited product portfolio and health concerns around its caffeine content, Red Bull aims to strengthen its global position through a focus on Asia and maintaining its leadership in the energy drink category through efficient operations and customer service.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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2. Grolsch: Growing Globally
Q.1 Why did Grolsch Globalize and how well has it performed internationally?
Reasons for Global Expansion:
Grolsch faced less demand in Netherland (Home) to its products in 1970’s. At the same time
its rivalry Heineken was moving impressive in an international market. Grolsch acquired
German brand called as Wickuler due to which the capacity of Grolsch was doubled. Grolsch
also bought Ruddles, UK brand to create distribution network for its own brands. In 1990,
Eastern Europe started opening up which resulted an investment in Poland & Russia.
Although Gorlsch acquired aforesaid brands Wickuler was sold to to another German brand
while Bass bought Ruddles for its distribution in UK. In Poland Gorlsch took over one
brewery which had to be sold due to less profitability. Asian financial crisis & devaluation of
Ruble in Russia forced Gorlsch to focus on developed markets. Gorlsch entered France by
setting up its own distributorship. Around 51% of the total volume of Gorlsch was from
international market. Overall Gorlsch did better internationally although not best.
Q.2 What are the Key Elements and Limitations on its emphasis on Adaptation?
The key elements of the Grolsch adaptation strategy were in:
Pricing
Promotion
Operations
Distribution channels
Grolsch wanted to position their brand as a premium lager and charged a higher price in
comparison to the Netherland standard lager cost. However, Grolsch priced its products at a
discount in 3 of its 6 largest foreign markets (US, Canada, and Australia) in comparison to
competing imports in order to build market share. In France and Russia, Grolsch premium
Lager was priced significantly higher because the Amsterdam was the key volume producer
in these areas.
Grolsch also adapted their advertising and promotion strategy to maximize their presence in
their host country. They relied on the attractive image of beer from Northern Europe for most
of their promotion but the company realized that a good portion of consumers from other
countries (like the US) may not relate to or understand this concept. For example, in the US,
Grolsch used the swing top bottle accessory in a “Got that swing” commercial during NFL
football games. This theme made more sense than using the edgier UK commercials. Grolsch
3. also consolidated their operational cost by closing down two old export and import breweries
in the Netherlands and built a new modern brewery. Grolsch estimated the new plant would
save 1 million euros annually in operational cost.
Limitation:
The limitation of having only one plant is the potential that the plant could suffer a setback or
disaster and production could be halted for period of time, resulting in lost revenue. The
company also set up distribution relationships in many countries with joint venture partners
including the fore mentioned Molson Coors in the UK. However, Grolsch had suffered
setbacks in distributor turnover in the US, Canada, Australia, and New Zealand. These
distribution relationships with foreign markets proved to be complex because Grolsch had to
embrace the concept of losing control over operations across country borders.
Q.3 Lessons and MABA Process?
According to Grolsch’s history the lessons learnt are
1) A company should expand in a market which has enough overlaps with the home
country in terms of culture, geography, economy and administration.
2) Ananlyze and assess before entering.
3) Establish Distribution Network and local help.
4) Companies think about growing globally on maturity in domestic market.
5) Communicating value is crucial.
MABA is a tool used by the employees to judge the ranking/standing of a country in
terms of investment priority after assessing various factors to judge the distance between
the new market and the home market. For eg: Language difference (Cultural), EU
Membership (Administration), cost of transport (Geography) and GDP (Economic) are
factors for Market Assessment and total volume growth, variable commercial contribution
Q.4 How to compete in the Markets Targeted, particularly in modes of entry?
According to Grolsch the best way to enter a market is in cooperation with importers,
4. distributors, brewers and retailers. A change suggested in Grolsch’s historic strategy is not to
adapt the market completely in this case because it is an industry that gives importance to the
country-of-origin.
Markets Targeted:
South Africa: Monopoly Market, No.1 SABMiller (Market Share: 98%)
Brazil: Occupied by major Brewery Groups.
China: Competitive Market.
How to Compete:
South
Africa
Additional Line with SABMiller
Co-Promotion with SABMiller
Brazil
License out to Local Companies
Intensive Promotion Support
China
Marketing Research
Co-promotion with JV
Q.5 What other changes would you suggest to Grolsch’s historical Strategies?
I suggest that Grolsch use a global strategy in the future. They should continue to
offer the standard products of the Grolsch premium Lager and the non-premium
brand, Amsterdam. The premium lager accounts for 90% of the company’s domestic
volume and 2/3 of all exports. The unique green swing top bottle packaging and
unique taste separates the product from the rest of premium imports.
In addition, the Amsterdam is a quality, non-premium option to supplement the
premium lager brand and has gained traction in France, Russia, Australia, and Africa.
I think branching out to different products and making them popular in global markets
would be too costly and time consuming
. The global strategy has been hard for firms in the past because they have to adapt
their product to the local market and have to coordinate operating decisions and
strategies across country borders. However, the Grolsch premium lager brand is
globally recognizable for packaging and taste, standardized, and has a consolidated
corporate strategy. In addition, the company has adapted their pricing, promotion, and
distribution relatively well in foreign markets.
5.
I also think they have to reengineer their MABA framework. For example, they need
to incorporate analyzing distributor relationships in future markets in order to lower
turnover and conflicts of interests.
Q.6 Will the merger with SABMiller add value?
Merger with SAB Miller will definitely add value to Grolsch. It will help in making their
distribution routes more strong. I also help in global production of Grolsch. SAB Miller is a
160 years old brand. It has developed good trust and has notable brands in market for bear.
Association for such brand will definitely add to Grolsch’s status. It has strong build up in
Latin America and hence will be easy for Grolsch to foray in this market.
Due to their own strong financials and the backing of SAB Miller, I think Grolsch should
consider building a large brewery in the United States or Hong Kong to help the company
take advantage of economies of scale, increase presence, reduce transport cost, and decrease
reliance on distributors. It will also give Grolsch more ability to attack markets in Asia and
Central/South America, where total consumption grew rapidly from 2000 to 2005.