This document discusses five multinational companies and how they handle cultural challenges in global advertising:
1. Nokia partnered with Microsoft to create a unified ecosystem and overcome strategic challenges.
2. Nike faced legal and ethical issues regarding working conditions in overseas factories that damaged its brand image. It has since implemented monitoring systems and standards.
3. Citigroup has expanded internationally through strategic acquisitions, positioning itself for growth in emerging markets like China, India, and Central America.
4. Cisco aims to sell comprehensive architecture solutions, but faces knowledge sharing challenges between technical experts and customer-facing staff across regions. It is working to spread architectural expertise company-wide.
5. The document
GoPlug created the World's First SMART power bank with AC (wall plug) power. This 27000mAh (98Wh), 110V or 220V power bank truly can Power Anything, Anywhere. The mobile app allows users a battery management solution, timer controlled powering, alert notifications, GPS, and G-sensors (movement alarm) for security.
Additionally, bags were designed along-side their revolutionary SMART power bank so they work seamlessly well together. These products will keep users connected and increase productivity, leading to increased revenue and eliminate stress for unproductive, frustrated, on-the-go professionals who constantly run out of power.
Dear Reader,
Welcome to the first edition of The Holography Times (THT) in year 2013.
This is our 20th edition and we would like to thank all our readers and members for overwhelming response and support.
We deeply valued the trust you have shown in us and ensure our endeavour to serve you better.
Currently brand owners / government authorities are facing problem in selection of authentication technologies. The International Standard Organisation (ISO) has solve the problem by releasing new standard ISO 12931 which provides the guidelines on how to protect brand and products from counterfeits.
Our current issue highlights on “Steps to identify authentication solutions to curb counterfeiting” along-with an article on ISO 12931. This issue also covers an interview of Mr. Anil Rajput, Chairman, FICCI CASCADE on anti-counterfeiting campaign running across the country.
Lastly on behalf of THT team, we look forward to 2013 with great hopes and wish all our reviewers, members, advertisers, advisers and above all, our readers a very happy and prosperous New Year.
C S Jeena
Editor
Globalization is a process of interaction and integration among
the people, companies, and governments of different nations,
a process driven by international trade and investment and
aided by information technology. This process has Promise and
Perils, and different effects on the environment, on culture, on
political systems, on economic development and prosperity,
and on human physical well-being in societies around the world.
Nike and Starbucks are a key examples of globalisation
because, although they began in the USA, They are now
worldwide, well known brands, in the analyze of both case
studies of Nike and Starbucks we will follow this table of
Contents.
Running Head NIKE1NIKE6Week 6 Assignment 2E.docxjeanettehully
Running Head: NIKE 1
NIKE 6
Week 6 Assignment 2
Ebony Reid
Strayer University
BUS 499 Business Administration Capstone
Dr. Grizzel
Dr. Gardner
August 18, 2019
Found in the year 1954, Nike is an American multination company that specializes in the manufacture of athletic equipment, accessories, athletic wear, apparel, and providing footwear. The key goal of the company is to supply wearable and exceptional products that come in handy in enhancing better performance in sports (1). This paper will discuss the industry in which Nike operates in based the strategies it can use to build on its strengths and opportunities and those it can use to deal with the threats and weaknesses.
Five forces of competition
The two segments of the general environment that would rank highest in their influence on Nike are threats of new entrants and the level of competitive rivalry.
Threat of new entrants
In case new firms come in the market, they are likely to disrupt the industry environment of Nike, especially due to the company high pricing strategy. With the current technological advancement, it is likely that new companies will be looking to venture in the apparel, sports shoes, and equipment market as a way of making profits (1). Most of these companies may decide to sell their products at a lower price, thus leaving customers with a favorable choice compare to how Nike sells its products. With the U.S. facing hard times in how it deals with other countries politically, other companies may jump in and take advantage. For instance, following the U.S. sanctions on Iran, Nike lost the chance of producing equipment for the Iranian football team, which was a huge deal (2).
Level of competitive rivalry
The company faces tough competition from different brands, especially from Adidas and Reebok. Both of these companies deal with similar goods like Nike, although they have different customers from different parts of the globe (1). In the sports industry, the level of competition is strong. Furthermore, the industry has grown with the current players engaging in tough competition and seek to snatch away the market share from each other.
Evaluation
In the recent past, Nike has successfully been able to deal with the two threats successfully, although much need to be done to deal with them completely. To address these forces, the company has engaged in extensive research and development, whereby it creates more unique products that aid in maintaining its brand image. The company keeps improving its product every year to ensure that it does not lag behind its competitors. Furthermore, Nike has continually engaged in social media marketing, which has worked on its favor, given that their products are well known to their customers (1). For instance, the company recently engaged in the 'Just Do It' campaign where different customers posted their photos with the caption and helping the company to increase its popularity among the consumers.
Future improvements
T ...
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
24Managing Public Issues and Stakeholder Relationships.docxtamicawaysmith
24
Managing Public Issues
and Stakeholder
Relationships
Businesses today operate in an ever-changing external environment, where effective management
requires anticipating emerging public issues and engaging positively with a wide range of stakehold-
ers. Whether the issue is growing concerns about climate change, water scarcity, child labor, animal
cruelty, or consumer safety, managers must respond to the opportunities and risks it presents. To do
so effectively often requires building relationships across organizational boundaries, learning from
external stakeholders, and altering practices in response. Effective management of public issues and
stakeholder relationships builds value for the firm.
This Chapter Focuses on These Key Learning Objectives:
• Evaluating public issues and their significance to the modern corporation.
• Applying available tools or techniques to scan an organization’s multiple environments.
• Describing the steps in the issue management process and determining how to make the
process most effective.
• Identifying who is responsible for managing public issues and the skills required to do so
effectively.
• Understanding how businesses can build collaborative relationships with stakeholders through
engagement, dialogue, and network building.
• Identifying the benefits of stakeholder engagement to the business firm.
C H A P T E R T W O
Law29473_ch02_024-044.indd Page 24 29/11/12 9:13 PM user-TRVT-065Law29473_ch02_024-044.indd Page 24 29/11/12 9:13 PM user-TRVT-065 /Volumes/201/MH01821/Law29473_disk1of1/0078029473/Law29473_pagefiles/Volumes/201/MH01821/Law29473_disk1of1/0078029473/Law29473_pagefiles
Chapter 2 Managing Public Issues and Stakeholder Relationships 25
IKEA is the Scandinavian home furnishings retailer known for its distinctive yellow and
blue big-box stores and stylish, inexpensive, and environmentally sound products. The
firm’s mission is “to create a better everyday life for the many people.” In the late 1990s,
the company’s managers were startled by a documentary, broadcast on European televi-
sion, showing young children in South Asia working under deplorable conditions making
hand-woven rugs. The program named IKEA as one of several rug importers from that re-
gion. Shortly afterward, activists held protests outside several IKEA stores, demanding that
it halt child labor in its supply chain. As the company’s area manager for carpets later com-
mented, “The use of child labor was not a high-profile public issue at the time. . . . We were
caught completely unaware.”
Rather than ignore the issue, IKEA responded by sending a legal team to Geneva to
consult with the International Labour Organization. It promptly adopted a clause in all sup-
ply contracts stating that any supplier employing children under legal working age would
be immediately terminated. The company also reached out to UNICEF (the United Nations
Children’s Fund) and Save the Children ...
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
GoPlug created the World's First SMART power bank with AC (wall plug) power. This 27000mAh (98Wh), 110V or 220V power bank truly can Power Anything, Anywhere. The mobile app allows users a battery management solution, timer controlled powering, alert notifications, GPS, and G-sensors (movement alarm) for security.
Additionally, bags were designed along-side their revolutionary SMART power bank so they work seamlessly well together. These products will keep users connected and increase productivity, leading to increased revenue and eliminate stress for unproductive, frustrated, on-the-go professionals who constantly run out of power.
Dear Reader,
Welcome to the first edition of The Holography Times (THT) in year 2013.
This is our 20th edition and we would like to thank all our readers and members for overwhelming response and support.
We deeply valued the trust you have shown in us and ensure our endeavour to serve you better.
Currently brand owners / government authorities are facing problem in selection of authentication technologies. The International Standard Organisation (ISO) has solve the problem by releasing new standard ISO 12931 which provides the guidelines on how to protect brand and products from counterfeits.
Our current issue highlights on “Steps to identify authentication solutions to curb counterfeiting” along-with an article on ISO 12931. This issue also covers an interview of Mr. Anil Rajput, Chairman, FICCI CASCADE on anti-counterfeiting campaign running across the country.
Lastly on behalf of THT team, we look forward to 2013 with great hopes and wish all our reviewers, members, advertisers, advisers and above all, our readers a very happy and prosperous New Year.
C S Jeena
Editor
Globalization is a process of interaction and integration among
the people, companies, and governments of different nations,
a process driven by international trade and investment and
aided by information technology. This process has Promise and
Perils, and different effects on the environment, on culture, on
political systems, on economic development and prosperity,
and on human physical well-being in societies around the world.
Nike and Starbucks are a key examples of globalisation
because, although they began in the USA, They are now
worldwide, well known brands, in the analyze of both case
studies of Nike and Starbucks we will follow this table of
Contents.
Running Head NIKE1NIKE6Week 6 Assignment 2E.docxjeanettehully
Running Head: NIKE 1
NIKE 6
Week 6 Assignment 2
Ebony Reid
Strayer University
BUS 499 Business Administration Capstone
Dr. Grizzel
Dr. Gardner
August 18, 2019
Found in the year 1954, Nike is an American multination company that specializes in the manufacture of athletic equipment, accessories, athletic wear, apparel, and providing footwear. The key goal of the company is to supply wearable and exceptional products that come in handy in enhancing better performance in sports (1). This paper will discuss the industry in which Nike operates in based the strategies it can use to build on its strengths and opportunities and those it can use to deal with the threats and weaknesses.
Five forces of competition
The two segments of the general environment that would rank highest in their influence on Nike are threats of new entrants and the level of competitive rivalry.
Threat of new entrants
In case new firms come in the market, they are likely to disrupt the industry environment of Nike, especially due to the company high pricing strategy. With the current technological advancement, it is likely that new companies will be looking to venture in the apparel, sports shoes, and equipment market as a way of making profits (1). Most of these companies may decide to sell their products at a lower price, thus leaving customers with a favorable choice compare to how Nike sells its products. With the U.S. facing hard times in how it deals with other countries politically, other companies may jump in and take advantage. For instance, following the U.S. sanctions on Iran, Nike lost the chance of producing equipment for the Iranian football team, which was a huge deal (2).
Level of competitive rivalry
The company faces tough competition from different brands, especially from Adidas and Reebok. Both of these companies deal with similar goods like Nike, although they have different customers from different parts of the globe (1). In the sports industry, the level of competition is strong. Furthermore, the industry has grown with the current players engaging in tough competition and seek to snatch away the market share from each other.
Evaluation
In the recent past, Nike has successfully been able to deal with the two threats successfully, although much need to be done to deal with them completely. To address these forces, the company has engaged in extensive research and development, whereby it creates more unique products that aid in maintaining its brand image. The company keeps improving its product every year to ensure that it does not lag behind its competitors. Furthermore, Nike has continually engaged in social media marketing, which has worked on its favor, given that their products are well known to their customers (1). For instance, the company recently engaged in the 'Just Do It' campaign where different customers posted their photos with the caption and helping the company to increase its popularity among the consumers.
Future improvements
T ...
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
24Managing Public Issues and Stakeholder Relationships.docxtamicawaysmith
24
Managing Public Issues
and Stakeholder
Relationships
Businesses today operate in an ever-changing external environment, where effective management
requires anticipating emerging public issues and engaging positively with a wide range of stakehold-
ers. Whether the issue is growing concerns about climate change, water scarcity, child labor, animal
cruelty, or consumer safety, managers must respond to the opportunities and risks it presents. To do
so effectively often requires building relationships across organizational boundaries, learning from
external stakeholders, and altering practices in response. Effective management of public issues and
stakeholder relationships builds value for the firm.
This Chapter Focuses on These Key Learning Objectives:
• Evaluating public issues and their significance to the modern corporation.
• Applying available tools or techniques to scan an organization’s multiple environments.
• Describing the steps in the issue management process and determining how to make the
process most effective.
• Identifying who is responsible for managing public issues and the skills required to do so
effectively.
• Understanding how businesses can build collaborative relationships with stakeholders through
engagement, dialogue, and network building.
• Identifying the benefits of stakeholder engagement to the business firm.
C H A P T E R T W O
Law29473_ch02_024-044.indd Page 24 29/11/12 9:13 PM user-TRVT-065Law29473_ch02_024-044.indd Page 24 29/11/12 9:13 PM user-TRVT-065 /Volumes/201/MH01821/Law29473_disk1of1/0078029473/Law29473_pagefiles/Volumes/201/MH01821/Law29473_disk1of1/0078029473/Law29473_pagefiles
Chapter 2 Managing Public Issues and Stakeholder Relationships 25
IKEA is the Scandinavian home furnishings retailer known for its distinctive yellow and
blue big-box stores and stylish, inexpensive, and environmentally sound products. The
firm’s mission is “to create a better everyday life for the many people.” In the late 1990s,
the company’s managers were startled by a documentary, broadcast on European televi-
sion, showing young children in South Asia working under deplorable conditions making
hand-woven rugs. The program named IKEA as one of several rug importers from that re-
gion. Shortly afterward, activists held protests outside several IKEA stores, demanding that
it halt child labor in its supply chain. As the company’s area manager for carpets later com-
mented, “The use of child labor was not a high-profile public issue at the time. . . . We were
caught completely unaware.”
Rather than ignore the issue, IKEA responded by sending a legal team to Geneva to
consult with the International Labour Organization. It promptly adopted a clause in all sup-
ply contracts stating that any supplier employing children under legal working age would
be immediately terminated. The company also reached out to UNICEF (the United Nations
Children’s Fund) and Save the Children ...
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
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).
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.
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.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
[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
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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1. Kamesha Murry
IBS 118 MODULE 3
Provide and discuss examples of five multinational companies that effectively handle the issue of
cultural challenges in global advertising.
!. Nokia,
Nokia Corporation is a Finnish multinational communications corporation that is headquartered in
Keilaniemi, Espoo. Nokia is involved in the manufacturing of mobile devices and in converging
Internet and communications industries. It is the world's largest manufacturer of mobile phones with its
global device market share was 23% in the second quarter 2011. Nokia produces mobile devices for
every major market segment and protocol and also Internet services such as applications, games,
music, maps, media and messaging through its Ovi platform. The Nokia brand, valued at $25 billion, is
listed as the 14th most valuable global brand in the Interbrand Best Global Brands list of 2011. In the
global smartphone rivalry, Nokia held the 3rd place in 2Q2011, behind Samsung and Apple.
Nokia’s mission is simple, “Connecting People”. In its website, Nokia states its vision is to build great
mobile products, and to enable millions of people everywhere to get more of life’s opportunities
through mobiles. Nokia’s management apparently failed for too long to understand these game-changes
going on within the mobile industry and failed to install a sense of urgency for change throughout the
organisation. The management stuck for too long within its ‘comfort zone’ of design and superior
mobile cameras. And it seems that Nokia forfeited a connection with mobile software developers and
thereby missed out on the opportunities of getting new applications from global co-creation among
entrepreneurs and innovation eco-systems. Incidentally, the most successful app for i-Phone is the
game ‘Angry Birds’ developed by a Finnish company.Nokia’s agreement with Microsoft essentially
allows Nokia to have a very important strategic competitive advantage against their competition. It will
allow them to have mobile phone experiences no one else would have in the market if you were Nokia
and wanted to survive what would you do?
One way is creating your own ecosystem and this is where Nokia needs Microsoft’s help. This sounds
rather crazy, but not so when you consider this; companies, the size of Nokia, don’t play to get by, they
play to win. If they can’t win or come in a credible second they are good as dead anyway. Their
overheads will just flatten them. At the other end of the alliance, Microsoft also suffers from similar
issues. As mobility is seen as the future of computing, Microsoft has faced much criticism for not being
able to create a credible mobile OS platform, hardware included. Microsoft can now focus on their
software platform. As it is, they are already having so much trouble keeping up with the competition.
I’m sure Microsoft is probably not perfect for Nokia, but under the circumstances, they are the best
option.
2. 2.Nike
3.Once a company, like Nike, decides to become a global entity, it will often experience an increase in
profitability. Unfortunately, companies like Nike must overcome some difficult obstacles before
establishing a successful business in a foreign country. Some of the issues of concern are child labor
laws, wages, and outsourcing’s effect on sales. Because of this, most widely known companies have
presented various cases to defend their positions on conducting business in the foreign country. One
such example is a Nike sweatshop labor case that stirred up a large amount of controversy over ethical
business practices. Even though Nike has attempted to recover from the bad press it received about the
sweatshops, it still struggles to defeat the negative feelings from people across the United States. Thus,
a summary of the case, the legal, cultural and ethical challenges, an understanding of the roles the host
governments play, and the strategic and operational challenges faced are important to gain a thorough
understanding of the issues and case. Most people could easily define Nike and are familiar with the
products offered, like the customized options available in the Nike store online, Nike Sportswear, Nike
Women, Nike Basketball, and Nike Football. These products, among others, have led Nike to a profit
of $15 billion in 2006 and a catchy “Just Do It!” slogan (Hill, 2009). The company outsourced its
manufacturing plants to several countries in order to lessen costs and become more efficient in
productivity. The outrage and protests that followed were far from what Nike expected; the company
was labeled as forcing “children to slave away in hazardous conditions for below-subsistence wages” .
As a result, protestors of globalization and human rights activists criticized Nike for taking advantage
of the workers overseas and placing them in a destructive working environment. Moreover, the fact
that Nike was making billions of dollars and still failed to provide a safe working environment only
made matters worse. After Nike realized it was the target of several protests and complaints against
globalization, it recognized the need for safer work environments and an adherence to certain standards
for each of the overseas factories. The factory workers were forced to work exceptionally long hours to
fulfill quotas and had to follow strict rules during work for below minimal pay despite having “77
percent of the employees in Vietnam suffer from respiratory problems” . Therefore, the legal, ethical,
and cultural challenges began to add up for Nike and it was time for the company to confront them.
The majority of challenges Nike had to overcome involved ethical issues and debates. Even though
Nike was providing jobs to those who may not otherwise have one, it was paying “a mere $1.60 a day
to Vietnam factory workers when the living wage is at least $3 a day” (Hill, 2009). Nike could have
avoided this challenge by paying each employee worker the living wage of the country he or she lives
in to purchase necessary items. Moreover, the living wage is a cultural expectation which Nike failed
to meet that led to protests. Another ethical issue involved “a report that found workers with skin or
breathing problems had not been transferred to departments free of chemicals and that more than half
the workers who dealt with dangerous chemicals did not wear protective masks or gloves” (Hill, 2009).
The debate was over the unsafe conditions Nike was providing its factory workers while it experienced
3. The company attempted to redeem itself by stating “it had formulated an action plan to deal with the
problems cited in the report, and had slashed overtime, improved safety and ventilation, and reduced
the use of toxic chemicals” Even though Nike took steps to improve the accusations in the report, it
should have been corrected once it was aware of the conditions and provided each worker with a fair
and safe work environment. “Nike joined a task force called Fair Labor Association to assess whether
companies are abiding by the code and banish sweatshops in the shoe and clothing industries” (Hill,
2009). The debate over independent auditors performing audits of overseas factories came from the
“United Students Against Sweatshops to ensure a truly independent audit” (Hill, 2009). Nike is a
widely recognized brand, which is the reason several other host governments became involved in the
sweatshop case. The strategic and operational challenges Nike faces are vast and will require a large
amount of time and effort. This is especially true because the operational practices and strategies Nike
previously adhered to was no longer effective; rather, those practices began to hinder its success. One
operational challenge Nike faces is the development of a strict monitoring system in its factories
overseas. On the other hand, hiring a firm to ensure accurate accounting reports are produced is a
strategic challenge. Moreover, determining a country to set up another factory in is both a strategic and
operational challenge. Nike faces several challenges; however, it can achieve continual success through
an effective operational and strategic plan. Therefore, the factories and sweatshops established
overseas by Nike launched a debate regarding whether Nike was in compliance or violation of ethical
guidelines and regulations. Despite several attempts, Nike is still the focus of protests regarding
violation of child labor laws and unsafe working environments. Moreover, numerous governmental
organizations have worked with Nike to ensure safe and ethical business practices and to monitor the
sweatshops Nike established overseas. Consequently, Nike was forced to change its operational and
strategic plans drastically in order to remain successful and appease labor and civil rights unions. The
case of the Nike sweatshops demonstrated how difficult it can be for a business to become global
because of the different rules and regulations established by that country.
4.
5.
6.Citigroup/
7.Along with organic growth, Citi has completed a number of targeted acquisitions in emerging
markets to reach new customers. While its US consumer unit is slowly building itself back up, Citi’s
real bread and butter is coming from its efforts overseas. Strategic acquisitions in key markets
(including China, Turkey, India, UK, Japan and Central America) have left Citi well positioned to
capitalize on future growth. “In 2006, we opened just under 1200 Citibank and CitiFinancial branches
globally – more than three a day on average – with some 70 percent outside the US,” Prince says. “In
addition, our markets and banking business and wealth management business have continued to grow
around the world.”
Since the second quarter of 2006, Citi has completed more than a dozen transactions, most of which
4. fall outside the US. With its eye on greater international revenue, Citi has its sights set on rebalancing
ciscoits earnings to eventually take in 60 percent international and 40 percent US – a sharp jump from
this year’s second quarter earnings mix that was closer to 50/50.
Citi is already well on its way to reaching that target with a veritable shopping list of key transactions
completed in fertile markets. In Central America, Citi acquired Grupo Uno, a prominent credit card
company, and Grupo Cuscatlan, a regional bank, and also entered into a key partnership with the
holding company controlling Banco de Chile. In the UK, it acquired the world’s largest online bank
with its purchase of Egg, and acquired Quilter to leverage its wealth management capabilities. The
company also scored in China by becoming Taiwan’s largest international bank, after acquiring Bank
of Overseas Chinese, and securing greater ownership in another major bank, Guangdong Development
Bank.The list goes on, with even more ownership stakes secured in Turkey, Japan and India – through
Akbank, one of Turkey’s leading banks, Japan’s Nikko Cordial, a long-time joint venture partner, and
India’s second largest mortgage lender, HDFC Ltd. Citi plans to continue stamping Citi across the
globe. “All of these transactions position us to increase our ownership stakes in the future, while also
providing valuable product and distribution arrangements now. We will continue to pursue a strategy of
diversifying our investments and deploying capital towards the faster growing regions of the world.”
While the red arc will be used consistently across the business in all its advertising and marketing
communications, red’s not the only color that will be associated with Citi. Part of its image overhaul
has involved a new focus on environmental responsibility and a commitment to ‘going green’. Leading
Wall Street with a whopping $50 billion commitment to climate control over a 10-year period, Citi will
be capitalizing on the ‘green is good for business’ mantra that other big corporations – such as GE and
IBM – are currently spouting.
“Citi recognize that there clients want to do business with a company that is serious about dealing with
climate change and other environmental issues,” n addition, there is huge growth in those companies
focused on being more environmentally focused and in the alternative energy arena; citi working with
many of these companies now, and expect to do even more in the future to drive innovation and
change.
Citi is no stranger to environmentally friendly moves. The company was one of the institutions
responsible for developing the Equator Principles, a doctrine of best practices for assessing and
mitigating social and environmental risks in finance, and the firm’s ongoing commitment is evidence
5. of today’s growing corporate trend of incorporating ‘green’ as a critical and necessary part of business
decisions.
2.Cisco
3.A key element of Cisco's sales philosophy is to focus on architecture and end-to-end solutions, when
appropriate, not on individual products. Raising the overall knowledge of architecture among relevant
groups throughout the company will enable Cisco to engage customers and partners at a more strategic
level with greater added value. To accomplish this, Cisco must create a bridge between siloed
architecture experts and customer-facing staff in diverse groups across Cisco.
Selling end-to-end architecture solutions is not simple, and the required knowledge and expertise is
mostly held by a relatively small group of individuals scattered across multiple organizations and
geographies. In addition, the word "architecture" itself was not uniformly understood within Cisco.
Cisco needed to spread the knowledge throughout the workforce, providing sales engineers, account
representatives, and other customer-facing groups with the information they need to position Cisco
solutions and services effectively from an architecture perspective.To execute its architecture strategy
successfully, Cisco had to overcome several technology, process, and cultural challenges. These
challenges include:
Architecture content is typically spread across various repositories (e.g., document control systems,
wikis).
Architecture experts are not readily identifiable. Many do not have "architect" in their title.
Architecture content is not always up to date.
Content and expertise tend to remain among architects within their own teams and locations. Adding
value and sharing expertise is limited.
Underlying these challenges are several root causes:
The tendency for architects to work in functional or regional silos.
Multiple content repositories and systems that do not easily enable exchange of information or efficient
content updates. Even within a single group, collaboration and document tools might not
interoperate.
Information overload, making it difficult to know what information is important or relevant.
Over-exposure, exacerbating time constraints. Being identified as an expert and contacted frequently
makes it difficult for the best architects to get their work done efficiently.
5. Fedex