This case was presented in the summer of 2010 for the Corporate Governance course at JMSB. Presented a case on Loblaw company to recommend to the Concordia University Pension Fund to either invest or not invest in Loblaw.
Loblaw is committed to providing Canadians with a wide, growing and successful range of products and services to meet the everyday household demands of Canadian consumers. Loblaw is known for the quality, innovation and value of its food offering. It offers Canada’s strongest control (private) label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program..
Competing against Wal-Mart is a challenge that no company want to face.
Loblaw offers Canada’s strongest private label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program.
Loblaw is committed to providing Canadians with a wide, growing and successful range of products and services to meet the everyday household demands of Canadian consumers. Loblaw is known for the quality, innovation and value of its food offering. It offers Canada’s strongest control (private) label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program..
Competing against Wal-Mart is a challenge that no company want to face.
Loblaw offers Canada’s strongest private label program, including the unique President’s Choice, no name and Joe Fresh Style brands. In addition, the Company makes available to consumers President’s Choice Financial services and offers the PC points loyalty program.
Costco: Banking on Consistency and Efficiency James Rothaar
Costco just may be the most efficiently ran buyer's club retail operation in the world. The business has both a unique plan and a corporate culture that enables it continue growing year after year both nationally and globally.
A comprehensive analysis of the global and US analysis of the grocery supermarket industry coupled with Aldi's competitors and key competencies that have allowed Aldi to expand in three continents.
The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
131005 essential information neeed by members of the board of directors of banks191944
This presentation is intended for directors of banks in developing markets who may have limited technical knowledge. It seeks to provide them with an understanding of how banks work and what decisions they will have to make as directors responsible for the bank.
Costco: Banking on Consistency and Efficiency James Rothaar
Costco just may be the most efficiently ran buyer's club retail operation in the world. The business has both a unique plan and a corporate culture that enables it continue growing year after year both nationally and globally.
A comprehensive analysis of the global and US analysis of the grocery supermarket industry coupled with Aldi's competitors and key competencies that have allowed Aldi to expand in three continents.
The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
131005 essential information neeed by members of the board of directors of banks191944
This presentation is intended for directors of banks in developing markets who may have limited technical knowledge. It seeks to provide them with an understanding of how banks work and what decisions they will have to make as directors responsible for the bank.
Baillieu Holst Post Election Seminar July 2016Darryl Gobbett
The Australian Election has delivered more uncertainty rather than less. Darryl Gobbett Chief Economist for Baillieu Holst looks at what that means for the economic landscape and in turn your investments and superannuation.
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
This presentation is for my students under Master in Business Administration Course code of Business Policy MBA106. The information is all about the roles and managing of corporate under the corporate governance.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
Avoid legal and business mistakes when your company, client or customer is in...Expert Webcast
Five critical mistakes management makes and proactive approaches for addressing problems before they become fatal; Avoiding common legal errors; Mistakes made by creditors when trying to collect from a company in distress and suggestions for enhancing recoveries; The presentation will provide both information and specific examples involving companies in distress.
Kijana Mack Ashton Global Investment ManagementKijana Mack
Ashton Global maintains long-standing relationships based on trust. We seek to be the best emerging manager platform in the world and we are dedicated to exceeding the expectations of our investors.
https://www.ashtonglobal.com/
Ashton Global is an emerging manager platform that specializes in niche investment strategies related to small-cap stocks and special situations.
Kijana Mack – Senior Managing Director, Portfolio Manager
Kijana has 14 years of experience in institutional investment management and corporate finance. He is responsible for overall enterprise risk and portfolio risk management at Ashton Global.
https://soundcloud.com/user-364986019/kijana-mack-interview-about-emerging-managers
MBA 625 - Hapag Lloyd - Container Housing in Haiti Initiativemarhenbun
This case was presented in Spring 2011 and revolves around a partnership between Hapag Lloyd and SEED. A strategic implementation plan to use old and idle containers to be shipped to Haiti to be converted to houses is discussed.
MBA 691 - Business Ethics - Coca-Cola Water Sustainabilitymarhenbun
This case was presented in Spring 2010 and revolves around Coca-Cola's questionable water and waste management practices in developing countries leading up to 2007.
MBA 622 - Strategy I - Growth by Acquisition Strategymarhenbun
This case was presented in Fall 2010 and revolves around a critical point in the international cement market in 2000. In this presentation, CEMEX's competitive advantage and global acquisition strategy are examined in the cutthroat competitive cement market.
This case was presented in Fall 2009 and revolves around the decentralization of BP America after BP merged with Standard Oil in 1987. In this presentation, the changing role of staff departments is examined in this newly decentralized organization.
MARK 695A Integrated Marketing Communications (IMC) Case Studymarhenbun
A case presented in Summer 2009 on the subject of Integrated Marketing Communications. An IMC campaign is developed for Subaru Canada's 2009 season with a target number of purchases of 1500 Subaru vehicles by the end of the year.
This case was presented in summer 2007 and revolves around the changing landscape of high speed Internet during the mid-1990s. Rogers Communications had to decide if it was going to enter the market and, if so, how would it enter the market.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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/
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[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
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
1. Loblaw Companies Ltd. A Recommendation for the Concordia Pension Fund Mark Bundang Zachary Elias David Mascitto Eric Wand Lei Wang
2. Loblaws: A History Loblaw started in 1919 by Theodore Pringle Loblaw Grew to 80 stores George Weston Limited acquired Loblaw in 1947 Incorporated Loblaw Companies in 1956 Maintains 63% control of the company Family-owned “Controlled Company” Succession of control from father to son
3. Loblaws: Current Status Over 1000 stores across Canada and the United States Over 30B in sales per year Controls a Financial Institution (PC Financial) 140,000 employees Voted one of Canada’s Top 100 Employers Top 10 Companies to Work For One of Canada’s Greenest Employers in 2010
4. Strategic Outlook Loblaw Companies Ltd is committed to a strategy developed under three core themes: Simplify, Innovate and Grow. Weston: to be the best provider of bakery solutions and fresh dairy products to its customers. Loblaws: to be the best in one-stop shopping for everyday household needs for Canadian consumers
13. Board Composition 13 nominees (and current directors) 11 men + 2 women 7 independents + 6 non-independents Diverse experience Retail, professional sports, banking, technology All have extensive executive management experience in corporations other than Loblaw and Weston (except Galen Jr.)
14. Executive Chairman Deputy Chair and President Allan L. Leighton Executive Chairman position created specifically for Galen Jr. 4 years ago. Galen Jr.’s experience pales in comparison to rest of board. Mr. Leighton is strategically placed to guide and mentor Galen Jr. Galen G. Weston
16. Loblaw Interlocking Overview Public Board Interlocking is minimal 5 of 13 are interlocked with BCE or Weston Interlocking may not be black & white Alan Leighton is Deputy Chairman of Loblaw and Weston Gordon Currie is Exec. Vice President and Chief Legal Officer at Loblaw and Weston
19. Governance Committee 5 of 13 directors sit on board (incl. Chair) Responsible to oversee compensation Evaluate director performance “It’s like grading your own midterm” – Professor Riven
21. Executive Committee Maintains a basic charter Hold key positions at Loblaw and Weston Deputy Chairman Executive Chairman Engages when ``it is not practicable for the full board to meet`` No meeting in 2009
22. Audit Committee Made up entirely of independent directors Members are financially literate Oversee financial reporting, internal controls, disclosure controls, etc. Must approve of any non-audit services provided by external auditors Comply with applicable securities law rules
23. Financial Compensation Compensation is determined by Corporate Governance Committee Directors can Opt for Deferred Share Units (DSU) as compensation Choose the amount of DSUs they will receive All but one Director receive DSUs--with varying proportions (ex. 100%, 50%, 86%) DSU demonstrate a commitment to the long-term success of the company
24. CCGG Guidelines: Disclosure Practices Section B.1 – Director selection and orientation: Missing the skills matrix of its director talents Missing an attendance list for orientation and continuing education programs Section B.2 – Director background Missing each director's "area of expertise" in the biographies
25. Disclosure Practices (cont’d) Section B.3 – Director share ownership guidelines and continual reinvestment Missing year-over-year change in share or DSU ownership for each director Section B.4 – Director compensation / reinvestment programs and option plans Loblaw's met with all the disclosure standards
26. Shareholder Relations Approximately 40% of the company is owned by external shareholders. Commendable Shareholder Relations for the “Minority” Excellent Communication Timely Reports Webcasts of Earnings Reports and Quarterly Statements Strict set of rules in its “Disclosure Policy”
28. Recommendation Based on the financials and the corporate governance of Loblaw Companies Ltd.: Buy! Risks: Galen Jr. is young and inexperienced, but has surrounded himself with strong board members and leaders.
32. Closing Thoughts Loblaw is fairly transparent to board and committee membership Successfully leverages of NP 58-201 New Director Orientation Continuous Training Board Nominations Succession Planning “Don`t just look at board independence and size of a board... Look at the quality of the directors” – Shropshire, C.
33. Shrinking Environmental Impact Leadership in Energy and Environmental Design (LEED) Loblaws Superstores Sustainable Site Development Water / Energy Efficiency (Solar, Wind power) Materials Selection Indoor Environmental Quality First to establish “bag-less” service Plastic bags are bio-degradeable
34. Green Is Good Business PC Organics! Save your health (at a healthy price premium) No More Plastic Bags! Unless you pay 5 cents for each one Less Packaging! Lower manufacturing costs, but you pay the same price PC G.R.E.E.N! (44 products) Save the environment and feel so good about it. Margins are so tight that a 50M savings equals 5B in sales!
Editor's Notes
At the time of the release of the management proxy circular, the board had nominated 13 individuals who are currently directors with Loblaw Companies. The average number of years that a director is on the board is 5.4 years. Of the 13 directors, 7 are independent and 6 are non-independent (which is acceptable due to the “Controlled Company” status of the company). The boards experience is relatively diverse ranging from Retail, Professional Sports, Banking, and Technology. Finally, with the exception of Galen G. Weston, all the nominees have extensive executive management experience in corporations other than Loblaw and Weston. They have all held the CEO, President, Executive Vice President, or Chair positions at various corporations.
At the time of the release of the management proxy circular, the board had nominated 13 individuals who are currently directors with Loblaw Companies. The average number of years that a director is on the board is 5.4 years. Of the 13 directors, 7 are independent and 6 are non-independent (which is acceptable due to the “Controlled Company” status of the company). The boards experience is relatively diverse ranging from Retail, Professional Sports, Banking, and Technology. Finally, with the exception of Galen G. Weston, all the nominees have extensive executive management experience in corporations other than Loblaw and Weston. They have all held the CEO, President, Executive Vice President, or Chair positions at various corporations.
Galen Jr. has worked full time at Loblaw for the past eight years and had been most recently senior vice-president of corporate development. Prior to that, he was vice-president of operations for the No Frills division (Olijnyk, 2006). Now 37 years old with 4 years at the helm of the Loblaw board, Galen Jr.’s tally of experience still pales in comparison to that of any other nominee on the board currently. Galen Jr. is supported by the experience of Allan Leighton (Deputy Chair and President) and Anthony Graham. Mr. Leighton is strategically placed to guide and mentor Galen Jr. This is considered to be a plus for the company considering that Mr. Leighton was once a President and CEO of Wal-Mart (EU division), Loblaw’s strongest competitor.