1) In 2009, Kraft Foods launched a hostile bid for Cadbury to acquire its global snacks business and emerging market scale, especially in India. However, Cadbury actively resisted the takeover.
2) After months of negotiations and failed counter bids, Kraft increased its offer to £11.7 billion and Cadbury accepted in January 2010.
3) Integrating the two company cultures poses challenges as Kraft values multiculturalism while Cadbury prefers its British heritage. A separation model may be best to preserve Cadbury's identity.
Detailed and Deep information about the takeover of cadbury by kraft confectionery. For more you can visit https://youtu.be/10iZPa-LCCY, https://youtu.be/QpsT_qM-a-E, https://www.youtube.com/watch?v=cGtOPpf-i_I.
Mergers and Acquisitions Case: Kraft hostile takeover on Cadbury.
After reviewing operations, finance, marketing, supply chain management, this practical example supported my learning within the legal international frame.
Penultimate presentation carried out within a mostly French group, interesting :)
Detailed and Deep information about the takeover of cadbury by kraft confectionery. For more you can visit https://youtu.be/10iZPa-LCCY, https://youtu.be/QpsT_qM-a-E, https://www.youtube.com/watch?v=cGtOPpf-i_I.
Mergers and Acquisitions Case: Kraft hostile takeover on Cadbury.
After reviewing operations, finance, marketing, supply chain management, this practical example supported my learning within the legal international frame.
Penultimate presentation carried out within a mostly French group, interesting :)
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Mcdonald's IMC and its marketing strategy from the history. ...mayurmittal0001
You will find all the details of McDonald's, from its logo to its marketing strategy, Ansoff matrix, PLC, Facts, Competitors. ... Please download the ppt. There are videos in the presentation so won't get the full matter because many things that I've covered in this ppt are behind the videos.
Casper: Founded in 2014, New York-based Casper is perhaps the most well-known among new entrants likely due to its unusual and effective marketing techniques. It has raised $240 million in VC investment, including those from celebrity investors Ashton Kutcher and Leonardo DiCaprio. Since inception, its product line has expanded to include pillows, sheets, a dog bed, and beyond. Casper has more than 300 employees and in 2016 it generated over $200 million.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Mcdonald's IMC and its marketing strategy from the history. ...mayurmittal0001
You will find all the details of McDonald's, from its logo to its marketing strategy, Ansoff matrix, PLC, Facts, Competitors. ... Please download the ppt. There are videos in the presentation so won't get the full matter because many things that I've covered in this ppt are behind the videos.
Casper: Founded in 2014, New York-based Casper is perhaps the most well-known among new entrants likely due to its unusual and effective marketing techniques. It has raised $240 million in VC investment, including those from celebrity investors Ashton Kutcher and Leonardo DiCaprio. Since inception, its product line has expanded to include pillows, sheets, a dog bed, and beyond. Casper has more than 300 employees and in 2016 it generated over $200 million.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
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.
BCG matrix and Bowman’s strategic clock used strategies of Cadbury - By Jimit...JimitPatel53
INSTAGRAM @iamjimitpatel
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BCG matrix and Bowman’s strategic clock used strategies of Cadbury - By Jimit Patel
BCG matrix of Cadbury
Bowman’s strategic clock Cadbury
Cadbury marketing model
Cadbury marketing strategies
Cadbury case study
Cadbury presentation
Bowman's Strategic Clock examples
The ppt is about Cadburys history and its functions in two different countires i.e India & UK. Cadbury a multidomestic product have different operation, marketing strategy in India & in UK. Even the taste is different when it comes to Uk's cadbury made by hersheys & Mondelez's cadbury in India. It also discusses the worm issue which Cadbury faced and how did they tackle it.
Compared Financial ratios and statements. Evaluated capital structure, fund flow and working capital flow. Forecasted financials of the next 3 years. Calculated the market Beta and WACC.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. THE BACKGROUND
In 2009, US food company Kraft Foods launched a hostile bid for Cadbury, the UK-listed
chocolate maker. As became clear almost exactly two years later in August 2011, Cadbury was
the final acquisition necessary to allow Kraft to be restructured and indeed split into two
companies by the end of 2012: a grocery business worth approximately $16bn; and a $32bn
global snacks business. Kraft needed Cadbury to provide scale for the snacks business,
especially in emerging markets such as India. The challenge for Kraft was how to buy Cadbury
when it was not for sale.
3. Kraft itself was the product of acquisitions that started in 1916 with the purchase
of a Canadian cheese company. By the time of the offer for Cadbury, it was the
world’s second-largest food conglomerate, with seven brands that each
generated annual revenues of more than $1bn. It was a part of Phillip Morris
till 2001.
Cadbury, founded by John Cadbury in 1824 in Birmingham, England, had also
grown through mergers and demergers. It too had recently embarked on a
strategy that was just beginning to show results. Ownership of the company
was 49 per cent from the US, despite its UK listing and headquarters. Only 5
per cent of its shares were owned by short-term traders at the time of the Kraft
bid.
4.
5. THE RATIONALE.
Be the leader.
Cost
optimization.
Improve
distributorship
channels.
Improve the
portfolio mix.
The Cadbury purchase was part of the long-term strategy of Irene Rosenfeld, CEO and
Kraft Chairman since March 2007, who developed a three-year turnaround plan
designed to drive the profitable growth of Kraft Foods. It was assumed that the purchase
of Cadbury would help Kraft products develop in new markets such as Brazil and India
because of Cadbury’s current strong presence in those markets.[
6. ”It is the logical next step in our
transformation toward a high-growth,
higher-margin company.”
~Irene Rosenfeld
CEO and Chairman(Kraft)
Kraft believed the Cadbury purchase was also necessary because of
the likelihood of Nestle and Hershey joining together. Kraft also
believed it could squeeze savings of at least $675m annually by the
end of the third year.
7. THE CHALLENGE.
Not only was Cadbury not for sale, but it actively resisted the Kraft
takeover.
Sir Roger Carr, the chairman of Cadbury, was
experienced in takeover defences and immediately put together a
strong defensive advisory team. The team made clear that even if
the company had to succumb to an unwanted takeover, almost any
other confectionery company (Nestlé, Ferrero and Hershey were all
mentioned) would be preferred as the buyer. In addition, Lord
Mandelson, then the UK’s business secretary, publicly declared
that the government would oppose any buyer who failed to
―respect‖ the historic confectioner.
Cadbury’s own defence documents stated that shareholders
should reject Kraft’s offer because the chocolate company would
be ―absorbed into Kraft’s low growth conglomerate business
8. It was not only the management
that was opposing the move but
also the other stakeholders
which included majorly the trade
union who feared a loss of jobs
along with the government of UK
who feared a loss of heritage.
They together launched the
“Keep Cadbury independent
campaign”.
To add to the problems Warren
Buffet, the biggest individual
shareholder in Kraft did not want
them to overprice the takeover and
opposed the all out attack on
Cadbury.
9. THE PROCEDURE
2009
• Aug 28- Initial bid at 755 pence per cadbury share.
• Sep 7- Kraft goes public with the bid. Cadbury promptly rejects the bid.
• Sep 12-Cadbury calls the bid unappealing due to the low growth
conglomerate business model of Kraft.
• Sep 16-Warren Buffet warns Kraft not to overpay Cadbury.
• Sep 21-Cadbury contacts the UK takeover panel to request a, ― put up or
shut up‖ request be sent to Kraft which would force them to give a
formal bid in a given time frame
• Sep 30- The UK Takeover panel rules that Kraft has until 1700 GMT on
nov 9 to put up a formal bid.
• Oct 21- Cadbury posts an upbeat quarter result ,indicates increase in
sales and profit margin above expectation. The street fails to react as a
counter bidder for Kraft seems unlikely.
• Oct 22- Nestle and Hershey’s also put up good quarter results but
neither speculates on a joint bid for cadbury.
• Nov 3- Kraft’s results disappoint posting less than expected revenue.
10. • Nov 9- Kraft formalises its bid at the same terms for cadbury as the
original approach - - 300p in cash and 0.2589 new Kraft share for each
cadbury share - - valued at 717p.
• Nov 18- Both Italy’s Ferrero and Hershey say separately that they are
reviewing a bid for cadbury but give no assurance.
• Nov 23- Cadbury’s share hit an all time high of 819p on speculation of a
bidding war between Kraft and competitors.
• Dec 4 – Kraft posts its offer document to cadbury shareholders starting
off a two months fight under the UK take over laws. Kraft says its bid is
now worth 713p a share or 10.1 billion pounds.
• Dec 14- Cadbury issues its official defence document promising bigger
dividends and stronger growth and reminding that Hershey and Ferrero
may bid
• Jan 5- Cadbury sweetens its bid with 60p more cash but reduces the
shares offered keeping the total bid unchanged.
• Jan 12- Cadbury gives its final official defence against Kraft bid
reporting robust trading and rejecting the bid on valuation. Ferrero pulls
out.
• Jan 14-Cadbury fires last bid as media reports say that Hershey is
mounting a solo bid but analysts doubt it as they don’t think it has the
finances.
• Jan 19- Cadbury accepts Kraft’s offer of GB 11.7 billion pounds ending
months of corporate battle valuing each cadbury share at 840p.
• Feb 05- Kraft acquires 75% of cadbury shares thus finalizing the deal.
• Mar 08- Cadbury shares are de-listed.
11.
12. THE AFTERMATH
Both Kraft and Cadbury have a lot at stake to make this deal work. Statistically, deals
this complex have a high rate of failure. In fact, research conducted by RHR
International found that 70% of acquisitions fail to deliver the expected results.
Despite the discouraging data, there is much the leadership teams at both Kraft and
Cadbury can do to put the odds in their favor.
The task at hand is immense and there are some of the immediate challenges:-
Perceived dominance
Cadbury executives might assume that Kraft will adopt a dominant
approach. Kraft will have to make their intentions with Cadbury clear
as soon as possible to avoid unnecessary speculation.
13.
14. There is a learning curve.
Kraft purchased Cadbury to break into emerging markets, and it will take Kraft some time to
learn the nuances of working in those markets.
15. iconic brands
Corporate and national pride behind both companies is strong. For
Cadbury, coming to terms with the fact that it may have to merge
some of its identity with Kraft could be especially difficult. (Let's
face it—Cadbury is nearly as important to British culture as the
Beatles.)
Tough decisions are inevitable.
Because Kraft borrowed heavily to buy Cadbury, it may be focused on
revenue in the short term. Some difficult decisions could be on the
horizon. Layoffs are on the cards as Kraft’s 98000 and Cadbury’s 70000
employees come together.
16.
17. 1) Kraft people values more multi-culturism, while Cadbury prefer the
more exclusive British heritage. It is aligned consistently with what
Kraft or Cadbury has done along the history.
2) Kraft is fine to destroy its competition by acquiring them; it would force
Kraft to accept many different cultures. In contrast, Cadbury was not
familiar with such approach to compete; therefore Cadbury was still
relatively unchanged.
3) In terms of social atmosphere, Cadbury is more family-feel than Kraft.
One another thing is flexibility to work in the company.
4) Kraft is far more bureaucratic than Cadbury.
Based on all elaboration so far, to be strict, separation model is the best
model to adopt for Kraft-Cadbury acculturation.
19. • To be successful, Kraft needs to have an open and honest dialogue with
Cadbury. This will give people a realistic understanding of what is going
to happen, allowing them to make informed decisions about future
prospects.
• As the acquirer, Kraft also has the responsibility to provide a detailed
road map for integration. This will ensure that everyone understands
the process for joining. the companies, which will free up the leadership
team to address hidden issues.
• Finally, Kraft will have to unite the two companies under one vision.
Communications programs that support the new vision must be
planned, initiated, and sustained, and employees that support the vision
should be rewarded.
20. THE CONCLUSIONS.
Kraft investors will have to wait a bit longer than the
time it takes to rip the foil off a Cadbury’s crème egg
to discover whether the high-profile takeover battle
was worth it.