This document provides an introduction and outline for Chapter 2 of the textbook Macroeconomics. It discusses key concepts that will be covered in the chapter, including GDP, the expenditure and value added approaches to calculating GDP, price indexes like CPI and PPI, the unemployment rate, and real vs nominal variables. It provides suggestions for instructing students on these topics, such as deriving important equations and identities and relating the economic indicators to current events. The goal is to help students understand national income accounting and how it can be used to analyze the macroeconomy.
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
JSW is proposing a new distribution model called JSW Shoppe to better achieve its marketing objectives. The model would create exclusive retail outlets across India displaying all JSW products. This would help build the JSW brand and distribution network while directly engaging with end customers. However, there are challenges in implementing the new model, including getting acceptance from dealers and ensuring a steady supply of customized products. Over the next 12 months, JSW will focus on establishing local teams, conducting market analysis, developing localized business plans, and readying products to support the distribution strategy through its new JSW Shoppe dealership model.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
The document provides details about Kanpur Confectionaries Private Limited (KCPL), a family-run biscuit manufacturing business in India. It discusses KCPL's history since 1945 and its position in the industry. KCPL now faces a dilemma regarding a proposal from A-One Confectionaries Private Limited (APL), the national leader in biscuits, to become a contract manufacturer for APL. The summary must consider KCPL's options to either accept or reject APL's offer, or increase production internally, weighing the advantages and disadvantages of each choice. This is a critical decision for KCPL's future business strength and the industry's attractiveness.
Winfield Refuse Management Inc.Raising Debt vs. Equitysubhash kalal
Winfield Refuse Management is considering financing options for a $125M acquisition of Mott-Pliese Integrated Solutions. The options considered are: 1) Debt with fixed principal repayments, 2) Debt only, 3) Equity, 4) Debt and equity. Debt only has the lowest NPV cost of financing, while equity has the highest. Debt options provide the highest expected earnings per share and return on equity under likely earnings scenarios. Monte Carlo simulations show Winfield can meet debt obligations and dividend payments under varying earnings outcomes for all financing alternatives. Winfield should finance through issuing bonds with no principal repayments.
Kanpur Confectionaries Private Limited (KCPL) is a biscuit manufacturing company that was once successful but is now struggling with increased competition and underproduction. It is considering various options to return to profitability, including accepting a contract manufacturing offer from a competitor or focusing on supplying canteens. The best option is determined to be focusing on canteens as it satisfies the company's objectives of eliminating losses, maintaining brand identity, and adhering to family principles, while also providing opportunity for growth. An action plan is outlined to target premier institutes and increase KCPL's low market share of canteen demand.
The document discusses the fast moving consumer goods (FMCG) industry in India. It analyzes the industry using Porter's Five Forces model. The FMCG industry is characterized by high volume and low cost products with short shelf lives that are sold through extensive distribution networks. The industry faces high rivalry among existing players who compete on price, promotions, distribution, and new products. Potential entrants face barriers like requirements for strong distribution networks and brands. Buyers have low bargaining power due to many alternatives. Suppliers also have low bargaining power. Substitutes pose varying levels of threat depending on utility and switching costs.
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
JSW is proposing a new distribution model called JSW Shoppe to better achieve its marketing objectives. The model would create exclusive retail outlets across India displaying all JSW products. This would help build the JSW brand and distribution network while directly engaging with end customers. However, there are challenges in implementing the new model, including getting acceptance from dealers and ensuring a steady supply of customized products. Over the next 12 months, JSW will focus on establishing local teams, conducting market analysis, developing localized business plans, and readying products to support the distribution strategy through its new JSW Shoppe dealership model.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
The document provides details about Kanpur Confectionaries Private Limited (KCPL), a family-run biscuit manufacturing business in India. It discusses KCPL's history since 1945 and its position in the industry. KCPL now faces a dilemma regarding a proposal from A-One Confectionaries Private Limited (APL), the national leader in biscuits, to become a contract manufacturer for APL. The summary must consider KCPL's options to either accept or reject APL's offer, or increase production internally, weighing the advantages and disadvantages of each choice. This is a critical decision for KCPL's future business strength and the industry's attractiveness.
Winfield Refuse Management Inc.Raising Debt vs. Equitysubhash kalal
Winfield Refuse Management is considering financing options for a $125M acquisition of Mott-Pliese Integrated Solutions. The options considered are: 1) Debt with fixed principal repayments, 2) Debt only, 3) Equity, 4) Debt and equity. Debt only has the lowest NPV cost of financing, while equity has the highest. Debt options provide the highest expected earnings per share and return on equity under likely earnings scenarios. Monte Carlo simulations show Winfield can meet debt obligations and dividend payments under varying earnings outcomes for all financing alternatives. Winfield should finance through issuing bonds with no principal repayments.
Kanpur Confectionaries Private Limited (KCPL) is a biscuit manufacturing company that was once successful but is now struggling with increased competition and underproduction. It is considering various options to return to profitability, including accepting a contract manufacturing offer from a competitor or focusing on supplying canteens. The best option is determined to be focusing on canteens as it satisfies the company's objectives of eliminating losses, maintaining brand identity, and adhering to family principles, while also providing opportunity for growth. An action plan is outlined to target premier institutes and increase KCPL's low market share of canteen demand.
The document discusses the fast moving consumer goods (FMCG) industry in India. It analyzes the industry using Porter's Five Forces model. The FMCG industry is characterized by high volume and low cost products with short shelf lives that are sold through extensive distribution networks. The industry faces high rivalry among existing players who compete on price, promotions, distribution, and new products. Potential entrants face barriers like requirements for strong distribution networks and brands. Buyers have low bargaining power due to many alternatives. Suppliers also have low bargaining power. Substitutes pose varying levels of threat depending on utility and switching costs.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
The group is analyzing an investment in Lockheed's Tri Star aircraft. They are considering whether to invest in the L-1011 Tri Star or its competitors, the DC-10 trijet and Airbus A-300B. The group will use capital budgeting techniques like net present value (NPV) and internal rate of return (IRR) to evaluate the investments and make a recommendation. Capital budgeting is the process used by businesses to determine whether projects such as new equipment or facilities provide sufficient returns to justify the capital expenditures required.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
The document discusses the Microfridge product, which combines a refrigerator, freezer, and microwave. It is targeted at institutional living situations like colleges, military bases, and hotels/motels. The main markets in 1994 were colleges (55% of revenue), military (25%), and motels (18%). Microfridge faced medium competition but had patent protection. It acquired another company and replaced refrigerators with Microfridge units. While using two suppliers reduced costs, it created compatibility issues. Microfridge planned to focus on new "home away from home" products, rapidly increase sales, get $4M in equity, and repay debt to withstand future competition. Recommendations included innovating for new markets, focused product development, and exploring new
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
Yushan Bicycles, a Taiwanese bicycle manufacturer, established subsidiaries in Asia, Europe, and Australia as part of its international expansion plan. Yushan Australia (YA) was experiencing quarterly losses due to issues with hiring staff, warehouse space, and delayed deliveries compared to other subsidiaries. The document identifies problems with YA's sales and supply chain strategies and lack of trust between YA and headquarters. It provides recommendations for YA to target new customer segments in Australia, improve communication between subsidiaries, and give Hamilton more time to implement his strategies to prove effectiveness.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
This document discusses positioning strategies for Evoe Spring Spa, an Indian startup aiming to provide affordable spa services. It considers positioning the spa experience as affordable health, affordable indulgence, or a little vacation. Focus groups suggested affordable health is the best approach, emphasizing relaxation and stress relief. Affordable indulgence was less preferred due to perceptions of spas as luxurious. A vacation positioning was also rejected as people see weekends as family time. The document recommends initially targeting "Sprinters and Racers", young professionals willing to pay for perceived health benefits.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Socio-economic factors that affect businesses include:
1) Interest rates, which determine lending practices and ability to finance projects.
2) Exchange rates, which impact costs for import/export businesses when rates fluctuate.
3) Recessions, which can change consumer purchasing attitudes and force companies to lower prices.
4) Social status and income influence consumer spending on luxury versus basic goods.
5) Education levels impact occupations, incomes, and ultimately consumer purchasing power.
The document argues that Net Domestic Product (NDP) should replace Gross Domestic Product (GDP) as the primary measure of economic growth for three reasons:
1) GDP includes depreciation (replacement of worn out equipment), which does not increase economic capacity or resources available for consumption, while NDP excludes depreciation.
2) Rapid growth in information and communication technologies has increased depreciation significantly relative to GDP in recent decades, widening the gap between GDP and NDP growth rates.
3) NDP is a better measure of economic welfare and potential for real wage and profit increases because it excludes replacement of worn out capital, which does not increase living standards.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
The group is analyzing an investment in Lockheed's Tri Star aircraft. They are considering whether to invest in the L-1011 Tri Star or its competitors, the DC-10 trijet and Airbus A-300B. The group will use capital budgeting techniques like net present value (NPV) and internal rate of return (IRR) to evaluate the investments and make a recommendation. Capital budgeting is the process used by businesses to determine whether projects such as new equipment or facilities provide sufficient returns to justify the capital expenditures required.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
The document discusses the Microfridge product, which combines a refrigerator, freezer, and microwave. It is targeted at institutional living situations like colleges, military bases, and hotels/motels. The main markets in 1994 were colleges (55% of revenue), military (25%), and motels (18%). Microfridge faced medium competition but had patent protection. It acquired another company and replaced refrigerators with Microfridge units. While using two suppliers reduced costs, it created compatibility issues. Microfridge planned to focus on new "home away from home" products, rapidly increase sales, get $4M in equity, and repay debt to withstand future competition. Recommendations included innovating for new markets, focused product development, and exploring new
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
Yushan Bicycles, a Taiwanese bicycle manufacturer, established subsidiaries in Asia, Europe, and Australia as part of its international expansion plan. Yushan Australia (YA) was experiencing quarterly losses due to issues with hiring staff, warehouse space, and delayed deliveries compared to other subsidiaries. The document identifies problems with YA's sales and supply chain strategies and lack of trust between YA and headquarters. It provides recommendations for YA to target new customer segments in Australia, improve communication between subsidiaries, and give Hamilton more time to implement his strategies to prove effectiveness.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
This document discusses positioning strategies for Evoe Spring Spa, an Indian startup aiming to provide affordable spa services. It considers positioning the spa experience as affordable health, affordable indulgence, or a little vacation. Focus groups suggested affordable health is the best approach, emphasizing relaxation and stress relief. Affordable indulgence was less preferred due to perceptions of spas as luxurious. A vacation positioning was also rejected as people see weekends as family time. The document recommends initially targeting "Sprinters and Racers", young professionals willing to pay for perceived health benefits.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Socio-economic factors that affect businesses include:
1) Interest rates, which determine lending practices and ability to finance projects.
2) Exchange rates, which impact costs for import/export businesses when rates fluctuate.
3) Recessions, which can change consumer purchasing attitudes and force companies to lower prices.
4) Social status and income influence consumer spending on luxury versus basic goods.
5) Education levels impact occupations, incomes, and ultimately consumer purchasing power.
The document argues that Net Domestic Product (NDP) should replace Gross Domestic Product (GDP) as the primary measure of economic growth for three reasons:
1) GDP includes depreciation (replacement of worn out equipment), which does not increase economic capacity or resources available for consumption, while NDP excludes depreciation.
2) Rapid growth in information and communication technologies has increased depreciation significantly relative to GDP in recent decades, widening the gap between GDP and NDP growth rates.
3) NDP is a better measure of economic welfare and potential for real wage and profit increases because it excludes replacement of worn out capital, which does not increase living standards.
The document discusses types of exchange rates during the Asian financial crisis. It explains that countries use either fixed or floating exchange rates, each with advantages, and some countries intermediate between the two. The appropriate exchange rate regime depends on a country's economic environment and stability.
This document discusses the Consumer Price Index (CPI) which is used to measure inflation. It provides details on what the CPI measures, how it is calculated, its limitations and uses. Specifically, it notes that the CPI measures price changes of consumer goods and services purchased by urban consumers. It is calculated based on samples of retail prices collected monthly and adjusted for quality changes. While widely used, it has limitations in fully capturing cost of living changes.
HLEG thematic workshop on Measurement of Well Being and Development in Africa...StatsCommunications
HLEG thematic workshop on Measurement of Well Being and Development in Africa, 12-14 November 2015, Durban, South Africa, More information at: www.oecd.org/statistics/measuring-economic-social-progress
OECD: Going for Growth Interim Report 2016
OECD has just published his annual “Going for Growth Interim Report” for the year 2016.
“Going for Growth” offers a comprehensive assessment to help governments reflecting on how policy reforms might affect their citizens’ well-being, and to design policy packages that best meet their objectives. The Going for Growth framework is instrumental in helping G20 countries to monitor their efforts to fulfill the pledge made in 2014 to boost their combined gross domestic product (GDP) by 2%, and to adapt their growth strategies accordingly.
This document discusses key concepts in managerial economics including business cycles, monetary policy, and costs. It provides the following information:
1) It describes the four phases of a typical business cycle: contraction, trough, expansion, and peak. The National Bureau of Economic Research determines the business cycle stages by analyzing economic indicators like GDP growth.
2) It defines monetary policy as the measures taken by central banks to manage money supply, interest rates, and credit conditions to achieve economic objectives. Common monetary policy tools include reserve requirements, interest rates, and open market operations.
3) It explains the difference between implicit costs (opportunity costs of using own resources) and explicit costs (direct payments) as well as
Sample Research in Managerial Economics.pdfFroilanBanal1
The document discusses a graduate course on public fiscal management and accountability. It aims to describe government budgeting in various countries, assess effectiveness and efficiency of public spending, and determine industries receiving government funds for economic growth. It provides an introduction to government budgets outlining resources and planned usage. The importance of budgeting for achieving socio-economic goals is discussed. Later sections provide methodology for analyzing literature on government expenditure, effectiveness of budgeting, spending, and expenses. Examples from the Philippines are given on budgeting systems and participatory budgeting initiatives. Tables summarize journals on related issues like planning, budgeting, and socio-development goals.
This document provides definitions and explanations of 28 key economic concepts. It discusses topics such as economic growth, gross domestic product, business cycles, unemployment, productivity, supply and demand, elasticity, inflation, and fiscal and monetary policy. For each concept, it provides a concise definition and sometimes additional context about different types or causes. The document is intended to serve as a high-level overview of important terms in economics.
Business indicators presentation team 1 michele^j misty^j lofton and lianaMichele Kirchaine
The team's document discusses various economic indicators related to the current state of the economy. It provides data on the capacity utilization indicator showing a gradual increase from 2009 to 2012. Notes on the document discuss the capacity utilization rate rising to its highest level in over 5 years according to a consumer sentiment index. Producer prices also climbed sharply for the second month in a row due to higher energy costs, particularly gasoline. Overall the summary suggests the economy may be gradually improving based on analyzed economic indicators showing increased capacity utilization and producer prices.
Effects of fiscal policy on private investment and economic growth in kenyaAlexander Decker
Fiscal policy impacts private investment and economic growth in Kenya through several channels. A study using time series data from 1973 to 2009 found that fiscal policy affects investment, and investment plays a major role in determining economic growth. Specifically, budget deficits, government consumption, taxes, interest rates, foreign capital inflows, and public debt influence the level of private investment. The study recommends reexamining government spending to complement private investment, increasing credit to the private sector, and designing policies to address high public debt and budget deficits.
Why Macroeconomic Structural and Wage-Price Indicators are Puzzling the Polic...Economic Policy Dialogue
This commentary tries to answer the puzzling questions – why there is a disconnect between inflation and unemployment, unemployment rate and wage rate, monetary policy rate stance and real economy, economic buoyancy and price-wage indicators; and also, why the neutral interest rate and the natural unemployment rate are declining. It points out that the official data do not represent the structural realities of the economy. As the official measurements have been deviating more from the social and economic facts, the economic indicators have tended to become less predictable and applicable.
This document outlines guidance for a PowerPoint presentation on a 10-year period of US economic history between 1950-today. It provides instructions on topics to cover such as GDP, unemployment, inflation, interest rates, fiscal policy, monetary policy. For each topic, it recommends including data graphs and explanations in the slides, and more detailed speaker's notes to accompany the presentation. The goal is to analyze macroeconomic indicators over the time period and discuss the impact of economic events and policies.
This document discusses several key macroeconomic variables that governments must understand in order to effectively manage the economy, including:
- Gross Domestic Product (GDP), which measures total economic output and income. A higher GDP indicates a more economically solvent nation.
- The unemployment rate, which is the percentage of the labor force that is unemployed but seeking work. An unemployment rate of around 6% is considered full employment.
- The inflation rate, which is the rate of change in the overall price level, typically measured by price indexes like the Consumer Price Index (CPI).
- Interest rates, which can refer to hundreds of different nominal rates across different durations and borrower types.
- Investment,
ECONOMICS AND SOCIAL ISSUES PDF FOR RBI GRADE B EXAMbforbroker07
The document discusses structural unemployment, which arises due to a mismatch between the jobs available in the market and the skills of workers. Structural changes can be due to technological changes or changes in demand patterns.
This document discusses various topics related to public finance and taxation, including:
- Pure public goods and their key characteristics of non-rivalry and non-excludability. Public universities are given as an example.
- Definitions of budget, surplus budget, balanced budget, and deficit budget. Budgets are periodic estimates of revenue and expenses.
- Planning, programming, and budgeting system (PPBS), which is a formal, cyclic process for policy and strategy decision making involving planning, programming, and budgeting phases. It aims to assess costs and benefits of alternative programs.
- Incidence of taxation, referring to who ultimately bears the burden of a tax. Various factors like elasticity
The document provides information about managerial economics assignments for semester 1. It includes questions and answers on topics such as:
1. Describing the different phases of the business cycle including contraction, trough, expansion, and peak.
2. Explaining monetary policy objectives and instruments, including changes to reserve ratios, interest rates, exchange rates, and open market operations.
3. Calculating the price elasticity of supply using data about pen production and prices.
4. Defining implicit costs as opportunity costs of using self-owned factors, and explicit costs as direct payments, and also defining actual and opportunity costs.
Similar to Macroeconomics 12th-edition-dornbusch-solutions-manual (20)
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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Article: https://pecb.com/article
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.