Group 4 hong kong case analysis
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This document discusses talent management initiatives at HKBN, a telecommunications company in Hong Kong that grew from a new entrant to the second largest operator. It outlines HKBN's approach to empowering employees and encouraging entrepreneurship through a decentralized structure with mini CEOs running geographic areas. This encourages competition and succession planning. It also discusses maintaining a startup culture through training programs, career rotations, pay for performance, and allowing a work-life balance. The document advocates linking talent management strategy to business strategy and building a high-performance culture through people-focused practices.
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Club Med was founded in 1950 and pioneered the all-inclusive resort concept, growing to over 70 resorts globally before facing declining fortunes in the 1990s as competitors copied its model; the company underwent rebranding and repositioning efforts in the late 90s and 2000s to target an upscale international clientele through renovating resorts and improving service quality.
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Nestlé is the world's largest food and beverage company with over 2,000 brands. In the UK, Nestlé is strongly associated with confectionary, coffee, and cereal brands like KitKat, Nescafé, and Shreddies. While Nestlé has negative perceptions due to past issues, it maintains a 15% market share in confectionary through strong branding of popular brands. Nestlé uses brand acquisitions and innovations to enhance its image and limit competitive threats.
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- Vodafone has nearly 360 million customers globally and around 19 million in the UK.
- Their vision is to be the leading provider of mobile voice and data services in Papua New Guinea and Solomon Islands in terms of market share, profitability, and customer loyalty.
- They aim to provide outstanding mobile services to consumers and enterprises that are affordable, reliable, high quality, and include valuable added services.
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The presentation has its own kick ass moments, with its funny disclaimers and ludicrous taglines.
A few concepts, like the demurrage costs, space-revenue trade offs are introduced.
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ignou mba solved assignments 2018
All assignments are available @ Rs. 150 only
For more detail Contact-
ignousolvedassignmentsmba@gmail.com
or
ignou 4you@gmail.com
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This document discusses Maggi noodles, which faced a crisis in India in 2015 when several state governments banned it due to excessive lead content.
It first provides background on Maggi's origins and market dominance in India. It then outlines Nestle's proposed IMC plan to revive Maggi's brand image and trust by increasing emotional attachment to the brand through advertising and social media campaigns, while also highlighting new safety and quality standards to reassure consumers.
The plan involves two themes - the first uses video ads and social media to remind people of their past affection for Maggi, while the second partners with Aamir Khan to visit Maggi plants and endorse the new stringent quality procedures. Mobile test vans would also
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1. The document discusses the telecommunications industry in India, providing background on its history and development over time. It notes that the industry has experienced significant growth and is poised for further expansion.
2. Key factors discussed include increasing smartphone and internet penetration, especially in rural areas; the need for industry consolidation; a focus on new revenue streams from data, video and digital services; and the important role of regulatory support and emerging technologies.
3. Going forward, the telecom industry is focused on improving rural connectivity, deploying new technologies like 4G, exploring business models like mobile money, and enhancing customer experience through analytics and service quality.
Ikea India - Business & Pricing Strategy
IKEA is expanding its operations in India by opening new stores. It follows a strategy of offering low prices, good quality, and unique designed products. The Indian furniture market is large and growing rapidly due to urbanization and rising incomes. IKEA faces competition from both organized retailers and many smaller unorganized players. To succeed in India, IKEA must adapt its business model to the local market by offering very low prices, focusing on compact furniture, and partnering with local logistics and assembly companies. It aims to source more materials locally over time to further reduce prices for Indian customers.
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Nestle has had a presence in India since 1912 and responded to India's call for local production by establishing its first factory in 1961. It helped transform the local economy and established milk collection centers to ensure fair prices for farmers. Nestle uses a geocentric pricing policy and engages in promotions like sports sponsorships to promote brands like Milo. It distributes products nationally and internationally using various transportation methods and has a supply chain with raw material and finished goods departments. Nestle also has various joint ventures around the world, including expanding a previous joint venture with Coca-Cola and establishing Cereal Partners Worldwide with General Mills.
Itc’s foray into convenience food market
ITC entered the Indian convenience food market in 2003 with products under the Kitchens of India and Aashirvad brands targeting the upmarket and middle-class segments respectively. The products have a long shelf life of up to a year due to the use of retorting technology without adding preservatives. ITC aimed to leverage its strengths in hospitality, packaging, and agriculture to enter the food business. The case examines ITC's launch and pricing strategy for convenience foods in India.
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Market Segmentation Strategies in Telecoms Industry
Market segmentation involves dividing a heterogeneous market into homogeneous subgroups with distinct needs, characteristics, or behaviors. The presentation discusses various bases for segmenting markets, including demographics, benefits sought, usage rates, and psychographics. It provides examples of segmenting the telecommunications market in Mabaruma, Guyana based on usage rates. Lower usage customers were identified as Classes B and C and a loyalty scheme was developed to increase their average revenue per user through targeted promotions. The scheme resulted in increased prepaid ARPU, brand loyalty, and handset upgrades for 56% of subscribers.
swot analysis on nestle
Nestle is a Swiss food and beverage company that is headquartered in Switzerland and ranked #72 on the Fortune Global 500 in 2014. It has 447 factories operating in 194 countries around the world. Nestle has a portfolio of products that includes baby food, water, cereals, coffee, tea, dairy, ice cream, frozen foods, pet food and snacks. Twenty-nine of its brands generate over $1.1 billion in annual sales. Nestle's mission is to provide consumers with safe, high quality foods that meet nutritional needs, and its vision is to meet consumer needs everyday with consistently high quality foods.
Project on Vodafone Strategies
Vodafone is one of the world's leading mobile telecommunications companies operating in over 30 countries. Some key points from the document:
- Vodafone has nearly 360 million customers globally and around 19 million in the UK.
- Their vision is to be the leading provider of mobile voice and data services in Papua New Guinea and Solomon Islands in terms of market share, profitability, and customer loyalty.
- They aim to provide outstanding mobile services to consumers and enterprises that are affordable, reliable, high quality, and include valuable added services.
- A PESTEL analysis identifies political, economic, social, technological, environmental, and legal factors impacting Vodafone's business
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Apple has developed several core competencies and competitive resources over time:
1) Innovation in engineering and product design which has led to the development of pioneering technologies and products.
2) A highly skilled workforce with expertise in areas like software development, engineering, and design.
3) Strong capabilities in areas like short product development cycles and innovative product functionality that deliver distinctive technologies.
4) Steve Jobs' visionary leadership and the integrated ecosystem of Apple hardware, software, and services, which together provide a sustainable competitive advantage.
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This document initiates coverage of Juhayna Food Industries, a leading Egyptian producer and distributor of milk, juice and yogurt products. It assigns Juhayna a "Hold" rating with a fair value of EGP 6.98 per share, implying 3% upside potential. The analysis cites Egypt's growing population and consumption levels as favorable factors for the food and beverage sector. It also highlights Juhayna's market leadership positions but notes risks from fluctuating raw material costs and increasing competition. Valuation using multiples implies some undervaluation compared to global peers.
Distribution channel of Samsung - Presented at XIMB
Distribution channel followed by Samsung in a major Indian city, Bhubaneswar.
The presentation has its own kick ass moments, with its funny disclaimers and ludicrous taglines.
A few concepts, like the demurrage costs, space-revenue trade offs are introduced.
The distribution channel, the second P of marketing, is a crucial factor in the delivery of the created value.
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Similar to Group 4 hong kong case analysis
Ijmet 10 01_102
Lately, the application of lean has been applied in service companies with the
same objectives, namely the elimination of waste and increased efficiency of all
resources. As the global economy grows and develops, they are committed to
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budget cuts and cost reduction but are still able to produce a good business
performance. This paper, we will explore waste that occurs along the value stream;
especially in the public sector, more specifically in industrial sports
ignou mba solved assignments 2018
All assignments are available @ Rs. 150 only
For more detail Contact-
ignousolvedassignmentsmba@gmail.com
or
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COMPANY PRESENTATIONBy; 1IntroductionGlobal huma.docx
COMPANY PRESENTATION
By;
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Introduction
Global human resource management include following aspects:
Unify the companies culture in mergers
Management of personnel internationally
Enforcing global recruitment strategy
Managing expatriates
Onboarding process
Compensation strategies in international business
The international operations of the company required newly hired staff or expatriates who will move to abroad for international business operations. Global human resource management provides various aspects to facilitate personnel management system in international business operations. Global human resource management include management of personnel internationally, unify the companies culture in mergers, enforcing global recruitment strategy, managing expatriates, onboarding process and compensation strategies in international business. In this presentation, all these aspects of global HRM will be presented. We will also study the global recruitment strategy with reference to Japan recruiting system. One compensation strategy will also be suggested for international business operation along with the key strategies required to enhance ethical behavior, sound working conditions and labor relation.
2
Strategies to Unify Companies Culture
Identify cultural differences
Communicate differences
State cultural agenda
Encourage share values
Increase synergies
Communicate expectations
Set operating Model
Build trust
Mergers is an effective international strategy which merge two companies. Following are the check list steps that would be important to unify one company culture with other company.
Identify cultural differences: The corporate cultures are usually different from each other. While merging the operations, it is important to identify the major differences exist in the culture in order to settle these differences in best possible way.
Communicate differences: It is an important responsibility of manager to communicate differences in order to set a culture of compromise and adjustment with in two different cultures.
State cultural agenda: After merger, it is important to state cultural objective and agenda in order to clarify the cultural expectations and to set a unified behavioral norm and pattern.
Encourage share values: It is not good to throw everything of pre-existing culture and change everything after merger (Shrivastava, 1986). It is better to work on the base of common operating principles and use the concept of shared values as well as standardized process.
Increase synergies: The basic logic behind merger of two companies is to increase the synergies through efficient operations. By combining the operations and values of two companies, a greater sum can be achieve (Søderberg & Holden, 2002).
Communicate expectations: By communicating expectations of merger with employees, a unified cooperating culture can be set (Kumar, 2000).
Operating model: The operating model of the company will define the company structure.
COMPANY PRESENTATIONBy; 1IntroductionGlobal huma.docx
COMPANY PRESENTATION
By;
1
Introduction
Global human resource management include following aspects:
Unify the companies culture in mergers
Management of personnel internationally
Enforcing global recruitment strategy
Managing expatriates
Onboarding process
Compensation strategies in international business
The international operations of the company required newly hired staff or expatriates who will move to abroad for international business operations. Global human resource management provides various aspects to facilitate personnel management system in international business operations. Global human resource management include management of personnel internationally, unify the companies culture in mergers, enforcing global recruitment strategy, managing expatriates, onboarding process and compensation strategies in international business. In this presentation, all these aspects of global HRM will be presented. We will also study the global recruitment strategy with reference to Japan recruiting system. One compensation strategy will also be suggested for international business operation along with the key strategies required to enhance ethical behavior, sound working conditions and labor relation.
2
Strategies to Unify Companies Culture
Identify cultural differences
Communicate differences
State cultural agenda
Encourage share values
Increase synergies
Communicate expectations
Set operating Model
Build trust
Mergers is an effective international strategy which merge two companies. Following are the check list steps that would be important to unify one company culture with other company.
Identify cultural differences: The corporate cultures are usually different from each other. While merging the operations, it is important to identify the major differences exist in the culture in order to settle these differences in best possible way.
Communicate differences: It is an important responsibility of manager to communicate differences in order to set a culture of compromise and adjustment with in two different cultures.
State cultural agenda: After merger, it is important to state cultural objective and agenda in order to clarify the cultural expectations and to set a unified behavioral norm and pattern.
Encourage share values: It is not good to throw everything of pre-existing culture and change everything after merger (Shrivastava, 1986). It is better to work on the base of common operating principles and use the concept of shared values as well as standardized process.
Increase synergies: The basic logic behind merger of two companies is to increase the synergies through efficient operations. By combining the operations and values of two companies, a greater sum can be achieve (Søderberg & Holden, 2002).
Communicate expectations: By communicating expectations of merger with employees, a unified cooperating culture can be set (Kumar, 2000).
Operating model: The operating model of the company will define the company structure.
Literature review 9 nov 2
This document discusses the author's dissertation topic on creating competitive advantage for Thailand's independent hotel businesses.
It includes definitions and examples of key variables like firm performance, competitive advantage, competitive environment, and internal resources. Metrics for measuring these variables are also presented, such as financial measures like sales growth and non-financial measures like customer satisfaction.
Survey results are shown relating competitive advantage to firm performance, with a beta of 0.48 indicating a 48% relationship. Metrics for assessing competitive advantage include cost effectiveness and product differentiation strategies around efficiency, costs, and new product development.
[Project] Strategic HRM & HR metrics
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Managing benefits in a multi-faceted portfolio environment
This document discusses HM Land Registry's transformation portfolio and benefits management framework. It aims to become the world's leading land registry for speed, simplicity, and open data. The benefits management framework involves identifying and appraising benefits, valuing and quantifying them, planning how to realize them, realizing them, and evaluating, embedding, and reviewing benefits. Key aspects of effective benefits management include managing benefits across the full lifecycle, having a benefits-led approach, transparency, and using evidence.
Presentation_of_Non_Monetary_Incentives_and_Economic_Benefits.pptx
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TCS - Reward System - Detailed Report
This report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
shailaja ppt.pptx
Income under the head of “House property”
2.Income under the head of “profit and gain of business or profession”
3.Income under the head of “Capital Gain”
4.Income under the head of “Income from other sources”
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This presentation talks all about change management in the organization, hope it takes place and how to cope up with this change.
Evaluation of Training and Development in Banking Sector of India: Perspectiv...
Rapid progress and the abnormal profits of the private banking sector of India is the hot topic nowadays in India. This study aimed to explore the effect of training and development on employee attitude, turnover intention and job satisfaction of public and private banking sector of India. The employees of different banks of India were selected as sample. Mainly quota and purposive sampling technique were employed for sample selection. The result shows that perceptions on training and development program of the employees of the Indian public banks were rejected; it proves that employees of Indian public banks do not provide a good opportunity and enough training programs. On the other hand, the result shows that perceptions on training and development program of the employees of the Indian private banks were accepted, it proves that private banking sector provides their employees good opportunity and enough training programs. In addition, this study shows that the Indian public-sector banks employees’ turnover intention is proportionally higher. But in the other case, Indian private sector banks employees’ turnover intentions are quite low. This study also exposed that job satisfaction in public sector bank was comparatively lower than private sector bank. Additionally, this study also shows that public banks are very less interested in the general employees’ development programs. But, the private sectors banks employees of India believed that their banks are properly arranging employee’s good training and development programs every year as per their requirement. Finally, this research argues that employees of the public-sector banks of India got the training which was not good enough, unplanned and not systematically administered, but the training for employees of the private sector banks of India was well planned and systematically administered.
SMU MBA SUMMER 2014 ASSIGNMENTS
This document provides information about solved assignments available at www.smusolvedassignments.com for various subjects including Production and Operation Management, Financial Management, and Marketing Management. It provides sample questions for assignments on these subjects and details the process of submitting assignments and receiving solved answers via the website or by email.
The Business Development Ethics
The novel ideas of being a entrepreneur is a key for everyone to get in the hustle, but developing a
idea from core requires a systematic plan, time management, time investment and most importantly client
attention. The Time required for developing may vary from idea to idea and strength of the team. Leadership to
build a team and manage the same throughout the peak of development is the main quality. Innovations and
Techniques to qualify the huddles is another aspect of Business Development and client Retention.
Change mgt
The document provides an executive summary for Olatokun Olasupo, who has been appointed Manager of Human Resources at Access Bank PLC in Nigeria. Access Bank was established in 1989 and provides banking services in Nigeria and parts of Africa. As HR Manager, Olasupo's primary roles include maintaining and improving management systems to optimize human capital, and ensuring employees are adequately rewarded and aligned with the bank's strategic goals. The summary then discusses a comparison of Kotter's 8-step change model and Lewin's change management model, analyzing the similarities and contrasts between the two approaches.
Mba em ii year- Annamalai Assignments 2017-18
This document provides sample assignments for an MBA program across various subjects like Human Resource Management, Marketing Management, Financial Management, Operations Management, Project Management, Entrepreneurship, Strategic Management, and Systems. It lists multiple choice and descriptive questions on topics within each subject. It also provides contact details for a website that offers assignment solutions.
Compensation
This document provides an overview of a study on the impact of compensation on employee motivation. It begins with an introduction that defines motivation and its importance in organizations. It then outlines the objectives and rationale of the study. Next, it provides background information on NRBC Bank, including its history, vision, mission, and organizational structure. The document concludes with an outline of the remaining chapters to be covered in the report. In summary, the document introduces a case study on the relationship between compensation and motivation at NRBC Bank in Bangladesh.
Cluster development in india final
The document discusses cluster development initiatives in India. It defines a cluster as a group of enterprises located in a contiguous area that produce similar products or services. It then discusses some of the challenges facing Indian industry, such as competitiveness in global markets. Several government institutions and programs aimed at cluster development are outlined, including the Micro and Small Enterprises- Cluster Development Programme, which aims to enhance productivity and competitiveness of small businesses. The UNIDO Cluster Development Programme also seeks to improve the performance and efficiency of small business clusters through pilot projects and policy assistance.
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Intuit India was recognized as a great place to work for several reasons:
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2) It placed strong focus on employee engagement, development, and work-life balance.
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This document discusses issues with IDFC's existing performance evaluation system and recommendations for improvements. It outlines an agenda covering issues with the current PMS, a case study on an employee named Varun Mathur, new proposed PMS features, and recommendations. The case study examines factors affecting Varun's performance such as external market conditions impacting the infrastructure business and his individual ratings. Based on the analysis, it is recommended that Varun still be made a partner and that cross-selling weightage be reduced or linked only to incentives instead of career progression. Revenue and non-revenue segments should also be evaluated differently.
Group 4 glaxosmithkline case analysis
This document summarizes the history of GlaxoSmithKline Pharmaceuticals Ltd. in India. It was originally incorporated in 1924 as H.J. Foster & Co. Limited and underwent several name changes over the decades as it merged with other companies. By 2001 it had merged with Smith Kline Beecham Pharmaceutical (India) Ltd to become GlaxoSmithKline Pharmaceuticals Ltd. The document also describes GSK moving from a target-driven sales incentive system to a new system focused on ethics, knowledge, and customer service over sales targets. It discusses the advantages and disadvantages of the new system.
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This document discusses alternatives for hiring a pipe stress analyst named Grubb and dealing with his salary demands of $90,000-$110,000, which is higher than the present average basic pay of $85,000.
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Group 4 apigee case analysis
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Group 4 hong kong case analysis
- 1. 1. Amit Prakash Singh (CGT21002) 2. Dipanjan Sengupta (CGT21005) 3. Indranil Ghosh (CGT21006) 4. Mohd Zinhar Uddin (CGT21010) 5. Bhargav Sri Dhavala (CGT21027)
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- 5. HKBN LEADERS & THEIR STYLES
- 7. HKBN APPROACH TOWARDS TALENTS
- 13. 1] Encourage co-ownership : The advantages of co-ownership are many – increased alignment for people with business goals, a significant change in mindset and motivation, increased employee retention and improved customer service 2] Empower employees and encourage entrepreneurship : HKBN has a decentralized structure, with five geographic areas run by “mini CEOs” which are benchmarked against one another, encouraging competition and discouraging malfunctioning silos. Each area has its own targets for revenue and cost control, with the employees receiving a percentage of the savings that they make. Such a structure also enables succession planning 3.Maintain the Start-up culture & offer training programs 4. Round out experience (Power bar Career Rotation Program ) , Pay for Performance, Allow staff to prioritize “life” over “work” Moving On – Become the Market Leader Leverage Talent & Build Performance
- 14. Linking the talent management strategy to the business strategy Different ways of embedding the talent strategy at the core of an organization Building a high-performance organizational culture through people practices Management models that not only result in returns for shareholders but also take into account employees as key stakeholders Learnings “Everything else you can copy, but our people allow us to compete in an industry dominated by large conglomerates and overcome any balance-sheet
- 15. 15