Revlon is a global cosmetics company founded in 1932. In recent years, Revlon has seen increased sales and profits due to expanded sales of certain product lines and restructuring moves that reduced costs. However, Revlon faces challenges such as a declining global market share, large debt load, and competition from larger rivals. Looking forward, opportunities exist for Revlon in emerging markets, the growing Hispanic population in the US, and expanding sales of men's grooming products globally.
The document analyzed Revlon, a cosmetics company founded in 1932. It discussed Revlon's history, products, mission, vision, objectives. It then performed external and internal analysis using tools like SWOT, EFE, IFE, CPM, SPACE and BCG matrices. The analyses found Revlon in a weak competitive position against strong rivals. It recommended strategies like market development, penetration, product development, integration and divestiture to improve Revlon's financial position and competitiveness. Failing that, liquidation was the last option.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
The document discusses the balanced scorecard and how Nestle uses it. It defines the balanced scorecard as a framework that provides an overarching view of a business's strategic plan from an executive perspective. The balanced scorecard helps communicate strategy, objectives, and performance among business units. The document then outlines how Nestle uses the balanced scorecard across four perspectives: learning and growth, business processes, financial, and customers. It also notes some challenges in implementing the balanced scorecard, such as developing a common vocabulary and cascading metrics to individual levels.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Unilever is a British-Dutch transnational consumer goods company co-headquartered in London, United Kingdom, and Rotterdam, Netherlands. Its products include food and beverages (about 40 percent of its revenue), cleaning agents, beauty products, and personal care products. This presentation covers the internal & external Analysis of Unilever Bangladesh Ltd.
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
Josh, a recent graduate, is dissatisfied in his junior marketing role where he handles menial tasks. He feels unmotivated and that his ideas are dismissed by his manager Sarah. Josh directly pitches an idea to the CEO without informing Sarah, damaging their relationship. The document recommends building trust between Josh and Sarah by giving Josh more meaningful work, clearly outlining his career path, and making him feel heard. Fostering understanding between generations through open communication is key to motivating and retaining younger workers.
Loreal HBR case analysis- Global brand local knowledgeJibin Joseph
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
The document analyzed Revlon, a cosmetics company founded in 1932. It discussed Revlon's history, products, mission, vision, objectives. It then performed external and internal analysis using tools like SWOT, EFE, IFE, CPM, SPACE and BCG matrices. The analyses found Revlon in a weak competitive position against strong rivals. It recommended strategies like market development, penetration, product development, integration and divestiture to improve Revlon's financial position and competitiveness. Failing that, liquidation was the last option.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
The document discusses the balanced scorecard and how Nestle uses it. It defines the balanced scorecard as a framework that provides an overarching view of a business's strategic plan from an executive perspective. The balanced scorecard helps communicate strategy, objectives, and performance among business units. The document then outlines how Nestle uses the balanced scorecard across four perspectives: learning and growth, business processes, financial, and customers. It also notes some challenges in implementing the balanced scorecard, such as developing a common vocabulary and cascading metrics to individual levels.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Unilever is a British-Dutch transnational consumer goods company co-headquartered in London, United Kingdom, and Rotterdam, Netherlands. Its products include food and beverages (about 40 percent of its revenue), cleaning agents, beauty products, and personal care products. This presentation covers the internal & external Analysis of Unilever Bangladesh Ltd.
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
Josh, a recent graduate, is dissatisfied in his junior marketing role where he handles menial tasks. He feels unmotivated and that his ideas are dismissed by his manager Sarah. Josh directly pitches an idea to the CEO without informing Sarah, damaging their relationship. The document recommends building trust between Josh and Sarah by giving Josh more meaningful work, clearly outlining his career path, and making him feel heard. Fostering understanding between generations through open communication is key to motivating and retaining younger workers.
Loreal HBR case analysis- Global brand local knowledgeJibin Joseph
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
Case Study - Steinway & Sons (Buying A Legend)
This particular presentation is one in a series of presentations I had worked on during my Marketing Internship under Prof. Sameer Mathur, IIM Lucknow, in June, 2015.
The document analyzes two advertising plans for Suave shampoo - a $7.8 million plan focusing on daytime and primetime TV proposed by Ellen Vallera, and a $10.2 million plan focusing entirely on primetime TV proposed by Tom Kuykendall. The shampoo market is highly competitive and brands face threats from new entrants. Suave needs an advertising strategy to maintain its market position and retail shelf space. The document performs a SWOT analysis of the plans and recommends accepting Vallera's plan with higher allocation to primetime TV, while targeting light users through new products.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
Cunard Line Ltd : Integrated marketing communicationSwarupa Rani Sahu
Cunard Line faces challenges in integrating its marketing communications across its luxury cruise brands as the industry and customer tastes change. It must balance strategic branding with tactical campaigns while allocating budgets across advertising, direct mail, brochures, and promotions. An organizational realignment by ship type risks diluting the iconic Cunard brand and undermining past integration efforts. Maintaining a unified brand image while distinguishing multiple ship offerings poses ongoing risks to this legacy cruise line.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
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
1. Apple experienced significant growth between 2010 and 2012 across key product categories and geographies.
2. iPhone sales skyrocketed with the launch on new carriers like Verizon, though Android led the smartphone market. iPad maintained its leadership in tablets.
3. The company more than tripled its revenue and quadrupled its net income and cash holdings over this period through innovations, retail expansion, and new product introductions.
4. While Steve Jobs stepped down as CEO in 2011 due to health issues, Apple became the largest company by revenue and profit under new leadership.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
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.
TiVo allows users to pause, rewind and record live TV and faces challenges in gaining widespread adoption. The document analyzes TiVo's business model and competitive threats. It recommends that TiVo lower prices to attract mainstream consumers, emphasize the pause and recording features in stores, and partner with TV providers to boost exposure and sales.
The document provides an analysis of issues that caused delays in the delivery of Boeing's 787 Dreamliner airplane. It identifies several problems that contributed to the delays, including unexpected shortages of fasteners from suppliers that caused Boeing to rush suppliers, leading to quality control issues. Overall, the delays cost Boeing over $4 billion in penalties to airlines. The document analyzes the problems from a supply chain management perspective and suggests implementing changes to prevent such delays in the future, such as better supply chain coordination and quality control measures.
This document provides an overview and analysis of Nestle company and its products in Pakistan. It begins with introductions and outlines Nestle's vision, mission, goals and objectives. It then provides a history of Nestle, describes its organizational hierarchy, and lists its main strategic business units related to milk products, beverages, prepared dishes, and chocolates. The document performs a marketing analysis and discusses Nestle's market positioning. It includes a questionnaire and highlights of Nestle's products. It then analyzes the marketing mix strategies for four key Nestle products: mineral water, Milkpak, noodles, and chocolates/juices. It also includes a BCG matrix and comparisons of Nestle's market growth and
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
The document provides information about cosmetics companies Revlon and L'Oreal. It discusses their founding dates, vision and mission statements, marketing strategies, financial performance, and CSR activities. Revlon was founded in 1932 and focuses on affordable cosmetics available at drugstores. L'Oreal was founded in 1909 and is a global leader in premium cosmetics spending over $5 billion on marketing annually. Both companies use celebrities and brand management to promote their products worldwide.
Tanzania faces several public health challenges including malaria, pneumonia, diarrhea, and HIV/AIDS. The country has a population of over 46 million people and struggles with high rates of poverty, infant mortality, and low life expectancy. The Tanzanian government provides public healthcare through numerous clinics and hospitals but faces issues with limited resources and staffing. NGOs and international programs assist with healthcare initiatives in Tanzania focused on improving access to treatment and prevention of diseases.
Case Study - Steinway & Sons (Buying A Legend)
This particular presentation is one in a series of presentations I had worked on during my Marketing Internship under Prof. Sameer Mathur, IIM Lucknow, in June, 2015.
The document analyzes two advertising plans for Suave shampoo - a $7.8 million plan focusing on daytime and primetime TV proposed by Ellen Vallera, and a $10.2 million plan focusing entirely on primetime TV proposed by Tom Kuykendall. The shampoo market is highly competitive and brands face threats from new entrants. Suave needs an advertising strategy to maintain its market position and retail shelf space. The document performs a SWOT analysis of the plans and recommends accepting Vallera's plan with higher allocation to primetime TV, while targeting light users through new products.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
Cunard Line Ltd : Integrated marketing communicationSwarupa Rani Sahu
Cunard Line faces challenges in integrating its marketing communications across its luxury cruise brands as the industry and customer tastes change. It must balance strategic branding with tactical campaigns while allocating budgets across advertising, direct mail, brochures, and promotions. An organizational realignment by ship type risks diluting the iconic Cunard brand and undermining past integration efforts. Maintaining a unified brand image while distinguishing multiple ship offerings poses ongoing risks to this legacy cruise line.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
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
1. Apple experienced significant growth between 2010 and 2012 across key product categories and geographies.
2. iPhone sales skyrocketed with the launch on new carriers like Verizon, though Android led the smartphone market. iPad maintained its leadership in tablets.
3. The company more than tripled its revenue and quadrupled its net income and cash holdings over this period through innovations, retail expansion, and new product introductions.
4. While Steve Jobs stepped down as CEO in 2011 due to health issues, Apple became the largest company by revenue and profit under new leadership.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
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.
TiVo allows users to pause, rewind and record live TV and faces challenges in gaining widespread adoption. The document analyzes TiVo's business model and competitive threats. It recommends that TiVo lower prices to attract mainstream consumers, emphasize the pause and recording features in stores, and partner with TV providers to boost exposure and sales.
The document provides an analysis of issues that caused delays in the delivery of Boeing's 787 Dreamliner airplane. It identifies several problems that contributed to the delays, including unexpected shortages of fasteners from suppliers that caused Boeing to rush suppliers, leading to quality control issues. Overall, the delays cost Boeing over $4 billion in penalties to airlines. The document analyzes the problems from a supply chain management perspective and suggests implementing changes to prevent such delays in the future, such as better supply chain coordination and quality control measures.
This document provides an overview and analysis of Nestle company and its products in Pakistan. It begins with introductions and outlines Nestle's vision, mission, goals and objectives. It then provides a history of Nestle, describes its organizational hierarchy, and lists its main strategic business units related to milk products, beverages, prepared dishes, and chocolates. The document performs a marketing analysis and discusses Nestle's market positioning. It includes a questionnaire and highlights of Nestle's products. It then analyzes the marketing mix strategies for four key Nestle products: mineral water, Milkpak, noodles, and chocolates/juices. It also includes a BCG matrix and comparisons of Nestle's market growth and
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
The document provides information about cosmetics companies Revlon and L'Oreal. It discusses their founding dates, vision and mission statements, marketing strategies, financial performance, and CSR activities. Revlon was founded in 1932 and focuses on affordable cosmetics available at drugstores. L'Oreal was founded in 1909 and is a global leader in premium cosmetics spending over $5 billion on marketing annually. Both companies use celebrities and brand management to promote their products worldwide.
Tanzania faces several public health challenges including malaria, pneumonia, diarrhea, and HIV/AIDS. The country has a population of over 46 million people and struggles with high rates of poverty, infant mortality, and low life expectancy. The Tanzanian government provides public healthcare through numerous clinics and hospitals but faces issues with limited resources and staffing. NGOs and international programs assist with healthcare initiatives in Tanzania focused on improving access to treatment and prevention of diseases.
Case study of Competitive advantage at Dell IncMehvish Rehman
Dell's manufacturing sites are located strategically for competitive advantage. Locations include Brazil, China, Malaysia, Ireland and the US, which provide low costs and access to important regional markets. Outsourcing production allows Dell to focus on pricing, customization, and rapid order fulfillment. This gives Dell the lowest inventory levels in the industry through replacing physical inventory with information systems. While other companies attempt to imitate Dell's model, the required managerial skills are difficult to develop. Low costs from efficient operations and supply chain management provide Dell a competitive advantage, though continuous improvement is needed against imitation.
L'Oreal is the world's largest cosmetics company, headquartered in France. It develops and markets cosmetic products across hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal aims to provide the best quality cosmetic products to consumers worldwide through innovation and research. It currently markets over 500 brands across the beauty industry. With over 77,000 employees globally, L'Oreal invests heavily in research and development, with a budget of over $857 million in 2013. The company's core strategies include broadening its customer base, changing business operations, and increasing spending on research, promotion and advertising.
The document discusses the e-commerce market in India and Amazon's strategy for competing in this space. It notes that India has a large young population, rising incomes, and growing internet and smartphone penetration, creating opportunities for e-commerce growth. Amazon sees potential in India's untapped rural market. The document outlines Amazon's vision, mission, international presence, and strategies around positioning, innovation, acquisitions, and responding to PESTEL factors. It analyzes Amazon's strengths, weaknesses, opportunities, and threats, and notes competitive threats from Flipkart, Snapdeal, and other players. Amazon aims to differentiate through its large product selection and customer focus.
Analyzed Amazon.com Business Structure. EFE Matrix, IFE Matrix, IE Matrix, SWOT Analysis, Quantitative Strategic Planning Matrix, Recommended Strategy, Organizational Structure, Organizational Culture, Product Positioning Map, Target Marget, Strategy Evaluation Report.
I gained knowledge and experience to consult for Strategic Business Management. I am very interested in mergers and acquisitions.
Complete ppt of cadbury by KIRAN SHAUKATKiran Shaukat
Cadbury is a global confectionery company with annual revenues of $50 billion. Its vision is of a peaceful, equitable society based on social justice. Cadbury's mission is to deliver quality products. It has many product lines including Cadbury Dairy Milk, Cadbury Roses, and Cadbury Drinking Chocolate. Cadbury's strategies include emphasizing quality, launching innovative products, and communicating the benefits of its products through affordable advertising.
This document discusses strategic management and planning processes. It begins by outlining the strategic management process, which involves external and internal analysis, developing a vision and mission, setting objectives, strategic options and choice, executing the plan, and performance management with feedback loops. It then discusses developing a strategic vision versus a mission statement. A strategic vision outlines where a company wants to go in the future, while a mission statement defines current operations. The document provides examples of company visions and discusses communicating the strategic vision. It also covers setting objectives, characteristics of objectives, and examples of financial and strategic objectives. Finally, it discusses internal and external analysis as part of the strategic analysis and choice process.
CFVG, MBA 25
NGUYEN Hoang Quan
DANG Thuy Dung
NGO Hong Nhung
LA Huyen Trang
This thesis aims to understand about characteristics of Standard Chartered Bank, analyze reforming plan in term of organization structure as well as propose suggestions to improve performances and reduce drawbacks of this plan.
We apply qualitative and quantitative methods, using data in Standard Chartered Bank annual reports and feedbacks from employees of Standard Chartered Bank
The document outlines Avon's strategic management case study, including an analysis of Avon's internal strengths and weaknesses as well as external opportunities and threats, and recommends potential strategies for Avon such as expanding into key Asian and African markets to pursue growth opportunities, building their brand image among Generation Y consumers in North America, and focusing on innovations in their core beauty products.
This document outlines a course on business strategy and policy. It discusses the course objectives, prerequisites, teaching methods, schedule, readings and evaluation. Strategy is defined as a management action plan for running a business. Strategic management is presented as a process with stages of formulation and implementation. A good strategy contains a diagnosis, guiding policy and coherent set of actions.
The L'Oreal Presentation, AVPatel, MBA, Fall 2012Anika Patel
The document outlines Anika Patel's presentation on L'Oreal. The presentation includes an internal and external assessment of L'Oreal, covering topics such as financial ratios, organizational structure, market positioning, marketing strategy, and SWOT analysis. It also provides recommendations for strategy implementation.
This document is a case study report submitted by students for their Strategic Management course. It analyzes Walton, a Bangladeshi electronics company. The report is divided into five chapters: 1) Introduction to Walton including its vision/mission statements, 2) External analysis using PESTEL and opportunities/threats, 3) Internal analysis of strengths/weaknesses, 4) Matching external and internal factors, and 5) Conclusion. In chapter 2, a PESTEL analysis identifies opportunities like increasing GDP and threats like new competitors. Strengths and weaknesses are identified and an EFE matrix scores opportunities and threats. The most appropriate strategy is determined to be market penetration by offering discounts during festivals.
International Business Strategy_AVON_ReportHungyu Lai
International Business Strategy
An international business strategy analysis report based on the assumption of the Avon company case
Researched and Presented in UCI IBOM class
Business Vision Statement | Mission Statement | Importance Of Mission Stateme...FaHaD .H. NooR
This document discusses vision and mission statements for businesses. It provides learning objectives on describing the nature and role of vision and mission statements in strategic management. It defines what a vision statement and mission statement are, provides examples of each, and discusses the process for developing them. It explains that vision statements answer "what do we want to become?" while mission statements answer "what is our business?". It also lists characteristics of good mission statements and their typical components.
Assignment 2 LASA 1Business Unit AnalysisDirections Create a.docxrock73
Assignment 2: LASA 1
Business Unit Analysis
Directions: Create a Feasibility Study for Harley-Davidson using the following outline:
Part I: Differentiation Strategies
The analysis of current strategy and competitor analysis you conducted last module impressed the senior vice president. She now needs you to delve into the brands and analyze them by conducting a business unit analysis and presenting your findings in a three-part PowerPoint presentation.
Research the Harley-Davidson (H-D) Web site for each brand, and review the annual report for relevant details of the size, scope, target market, services and amenities, and other salient points of differentiation. Include these details in Part I of your PowerPoint presentation.
From the research and analysis of the business units, identify:
· A description of each brand that provides a clear picture of the brand and its place in the overall portfolio of Harley-Davidson.
· The target market of each brand.
· How the brands are alike and how they differ.
· A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to add to the brands.
· Your analysis of possible merger/acquisition/joint venture possibilities and what would be achieved or accomplished through the merger/acquisition/joint venture.
Part II: SWOT Analysis
Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint presentation.
· Based on the internal analyses of the SWOT analysis, assess the functional areas, resources, capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas in your assessment:
· Marketing: New product development, integrated marketing planning, marketing communications, and building customer loyalty.
· Operations: Quality, service, and consistent execution.
· Human Resources: Hiring, training, developing talent, and performance planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its HR practices.
· Executive Leadership: Industry knowledge and experience, vision about where the industry is heading, and strategy execution.
· Supply Chain Optimization: Strategic sourcing of input, vendor management, integrated IS, and joint forecasting with suppliers.
· Corporate Responsibility and Ethics: Concern for corporate citizenship and the environment. Present any potential ethical concerns as well.
· Safety and Quality: How the motorcycle industry is dealing with safety and quality issues.
Part III: Growth and Profitability Strategies
In addition, the executive board is interested in your ideas about bold strategies for the future. The strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual Report.
You will want to pay special attention to exploring vertical integration, strategic alliances, and the internal growth of new brands entering new geographic markets, and/or additional acquisitions.
Consider the following:
· Is ...
Innopreneur Management Consultancy (IMC), a well-established consulting company; with headquarter in Dubai, UAE, focused on providing a wide range of management consulting services to companies in different industries.
Assignment 1 Company Description and SWOT AnalysisDue Week 3 an.docxcarlibradley31429
Assignment 1: Company Description and SWOT Analysis
Due Week 3 and worth 100 points
In this assignment, you will conduct a SWOT (Strength, Weakness, Opportunity, and Threat) analysis for the type of beverage you have selected, and for your company overall. As you work on the assignment, consider why you have chosen one type of non-alcoholic beverage over another and the reasons for that choice. As you complete your SWOT analysis, be sure to include external factors such as industry / market trends and competition, and internal factors such as your capabilities or abilities to reach certain market segments.
Write a three to five (3-5) page paper, in which you:
1. Create your revised NAB company name and explain its significance. Describe the non-alcoholic beverage you will produce and sell.
2. Develop your revised company’s Mission Statement and provide a rationale for its components.
· Hints: Use the Statement of Mission template on pp. 72-73 on the course textbook: Successful Business Plan to aid your development.Click here for help accessing a specific page number in your eBook.
· Extracting appropriate information from the NAB company portfolio, where applicable. You should fill in other required items in the template using your personal preferences.
· Describe the trends in the non-alcoholic beverage industry, especially the specific type of beverage category you have chosen. Justify at least three (3) reasons why you have chosen this type of non-alcoholic beverage.
· Hints: Research and outline beverage industry trends. Consider the size and growth rate of the industry overall and the specific beverage type you have chosen. Use the worksheet in the course text (p. 88 | Past and Future Growth of Your Industry) to help you project the future growth rate. Consider the use of industry associations and search engines to find reliable, recent data.
4. Choose one (1) strategic position from the course text (pp. 142–143) that you believe is the best strategic position for your company. Explain the approach you will use to implement this strategic position in order to distinguish your beverage from other non-alcoholic beverages.
5. Provide an overview of your company’s distribution channels. Explain the manner in which your product will reach end users. Provide a rationale for your chosen method.
· Hints: For example, will you sell your beverage in grocery stores, restaurants, or sports venues? If so, describe the types of resellers and distributors who will sell to resellers and fulfill their orders. If you are attempting to sell direct-to-consumers, such as online via a monthly subscription, how will you manage warehousing / fulfillment / shipping?
6. Outline at least three (3) types of risks (including any regulatory risks) that your business faces. Describe your company’s plan to mitigate such risk.
· Hints: You may refer to the types of risk listed in the course text (pp. 148–149) as well as any risks not listed in the text. Regulation weig.
Procter & Gamble is the world's largest consumer goods company, known for brands like Always, Braun, Bounty, Charmin, Crest, Downy, Febreze, Gillette, Olay, Pampers, Pantene, Tide, and Wella. The document analyzes P&G's business in 2011 through external and internal audits, strategic frameworks like BCG matrix and IE matrix, and recommends strategies like increasing investments in R&D, targeting male consumers through celebrity endorsements, and focusing marketing of established brands on their brand recognition. The analyses aim to help P&G accelerate growth, especially in emerging markets
1 OL 665 Final Project Guidelines and Rubric Over.docxaulasnilda
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area.
1 OL 665 Final Project Guidelines and Rubric Over.docxjeremylockett77
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool for new graduates in the United States. Not-for-profit organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit organization’s existence is based on a desire to provide a public benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare, development, and environmental agencies. Examples of not-for-profit organizations include Doctors
without Borders, the American Red Cross, Teach for America, and the World Food Program.
Not-for-profit organizations require leaders who can manage them as businesses while understanding the needs of the communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit organization of your choice; in so doing, you will develop the critical skills necessary for leadership and
management careers within the not-for-profit business sector. To conduct your analysis, you will identify key financial considerations, explore unique public
relations considerations, and consider issues of sustainability within organizations with a not-for-profit designation. This project will increase your versatility as a
leader and improve your appeal as a potential employee within the not-for-profit business sector. The final product represents an authentic demonstration of
competency because it asks you to critically evaluate factors that contribute to the overall success of a not-for-profit organization.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure the quality of your
final submission. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate management strategies and organizational structures of not-for-profit organizations for their effectiveness in managing boards, volunteers, and
staff
Analyze communication strategies used by not-for-profit organizations for how they advance shared values, attitudes, and goals with all stakeholders
Analyze resource and budgetary considerations within not-for-profit organizations for determining potential challenges to financial operations
Analyze ethical considerations within not-for-profit entities for their impact on public image
Evaluate how operational strengths and weaknesses of not-for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of your choice—it must be a 501(c)(3) organization—and develop a strategic analysis. You will report
on key area ...
This document provides information and instructions for assessing a student's competency in leading the strategic planning process for an organization. It includes details of a scenario where the student must develop a strategic business report for an Australian hardware company. The student is to complete research on the industry, a PowerPoint presentation, and a 5000+ word business report analyzing the company and developing a strategic plan. The report will be assessed based on the student's demonstration of skills and knowledge in strategic planning.
INDIVIDUAL ASSIGNMENT STRATEGY AND CHANGE PROCESS AMINA PATELAmina Patel
Edcon is a leading retailer in Southern Africa operating over 1000 stores. The intimate wear division contributes significantly to sales but has seen declines, particularly in the Shelley lingerie brand. To address this, a new "Ease of Shop" service is proposed to improve the customer experience through clearer signage, product organization, and staff training. Implementing this change requires aligning various areas like merchandising, staffing, and technology to support the new strategy and drive strategic growth.
This document provides a project report on the marketing strategies of Lakme cosmetics company. It includes an introduction, objectives, scope, and limitations of the study. The research methodology section describes the sample size, data collection tools used, and presentation methods. It also includes an industry overview chapter with information on major players in the cosmetics industry. The report then provides an overview of Lakme, including its achievements, organizational structure, and how it satisfies customers through its marketing mix of product, price, promotion, and place of distribution.
GROUP PROJECT CLEAR ESSENCE15Group Research Proje.docxwhittemorelucilla
GROUP PROJECT: CLEAR ESSENCE 15
Group Research Project
Entry of Clear Essence Ethnic Skincare & Cosmetics Brand into the
Kenyan Beauty Supply Market
Contents
Executive Summary………………………………………………………………………...……3
PART I: Evaluating Sustainability Business Model Opportunities
· Purpose……………………………………………………………………………….……4
· Environmental Analysis………………………………………………………………...…4
· Market Structure Analysis…………………………………………………………………5
· Market Opportunities…………………………………………………………………...…6
· Competitor Analysis…………………………………………………………………….…6
· Key Insights…………………………………………………………………………….…7
PART II: Evaluating Capability readiness of the
· Purpose…………………………………………………………………………………….7
· Value Analysis…………………………………………………………………….………8
· Growth Strategy……………………………………………………………………...……8
· Collaboration/ Acquisition…………………………………………………………...……9
· Key Insights…………………………………………………………………………..….10
PART III:Implementation plan
· Purpose…………………………………………………………………………………...10
· Cage Analysis…………………………………………………………………….………10
· Stakeholder Analysis………………………………………………………..……12
· Business Model………………………………………………………..…………13
· Key Insights……………………………………………………………..……….13
Exhibits/ Appendices
· STEEP analysis………………………………………………………………………..…14
· Five Forces analysis……………………………………………………………………
· Blue Ocean analysis……………………………………………………………………
· 9 M analysis……………………………………………………………………
References………………………………………………………………………………………
Executive Summary
The Clear Essence Brand is one that has for many decades shown that it has the capabilities and the competencies, as well as tools and offerings, to enter into multiple markets. These entries have all ensured that there has been in place a direct and careful framework established that taps into the needs and openings in markets that have room for the Clear Essence brand to make an entry. The decision to explore the entry into Kenya is a recent move in that same direction. Kenya has a budding and exponentially growing cosmetics and beauty industry that is attracting the attention of local, regional and multinational cosmetics companies and firms. The room is available and the time is right for Clear Essence to make an entrance into this market while there are still many unexplored and untapped segments of the market that can be capitalized off of. Clear Essence can and should take this moment to enter as it has the growth potential and the tools needed, as well as an environment in Kenya that is an aligned match for the products that it has to offer. This is backed up through an extensive look at the operational realities of the Clear Essence brand, as well as the environmental realities of Kenya at this time.
Part I – Evaluating Sustainability Business Model Opportunities
Purpose
The sustainability and the ability for this concept to work in Kenya is the main consideration of this segment. Here there is a push to understand the existing forces that can and will dictate the direction that the company can go in to compete and how its comp ...
This document provides an executive summary and strategic analysis of Procter & Gamble (P&G). The summary outlines P&G's business model, history of strategic changes, competitive advantages, and preliminary findings. P&G markets consumer goods globally and generates revenue through product sales. While early strategies focused on diversification and innovation, recent changes have moved toward integration and streamlining brands. P&G employs differentiation strategies tailored to regional customer preferences. The analysis evaluates how P&G's goals, resources, and organizational structure fit its business strategy and identifies issues to address in further reports.
2. Revlon Case Strategic Analysis - MBA
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Revlon Case Strategic Analysis
MBA Project: Strategic Management 2015
Lecturer: Dr.Heba El-Dahshan
By:
Ahmed Bahnas
3. Revlon Case Strategic Analysis - MBA
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Contents
Contents...................................................................................................................................................................................2
I. Introduction ......................................................................................................................................................................3
II. Current Performance .................................................................................................................................................3
A. Current Performance..........................................................................................................................3
B. Strategic Posture.................................................................................................................................3
1. Vision...........................................................................................................................................................................3
2. Mission........................................................................................................................................................................4
C. Strategic Posture.................................................................................................................................4
III. Environmental Scanning.........................................................................................................................................5
A. Internal Environment .........................................................................................................................5
1. Corporate Structure...............................................................................................................................................5
2. Corporate Value Chain..........................................................................................................................................5
3. Corporate Resources.............................................................................................................................................5
4. Financial Analysis...................................................................................................................................................6
Internal Factors Evaluation (IFE).........................................................................................................................8
B. External Environment.........................................................................................................................9
1. Societal Environment............................................................................................................................................9
2. Task Environment (Porter's five factors)..................................................................................................10
External Factors Evaluation (EFE)....................................................................................................................11
IV. Strategy Analysis Tools.........................................................................................................................................13
1. TOWS Matrix ...................................................................................................................................13
2. SPACE Matrix ..................................................................................................................................14
3. BCG Matrix ......................................................................................................................................16
4. IE Matrix...........................................................................................................................................17
V. Strategy Decision Stage...........................................................................................................................................18
QSPM....................................................................................................................................................18
VI. Strategy Formulation & Final Recommendations..................................................................................20
4. Revlon Case Strategic Analysis - MBA
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I. Introduction:
Revlon is an American cosmetics, skin care, fragrance and personal care
company founded in 1932.
Revlon operates as one of the world's leading cosmetics companies and markets
its products in over 100 countries around the world with sales outside the
United States accounting for approximately 55% of sales 2010.
Revlon products fall into six strategic business categories or units: Cosmetics,
Hair, Beauty, Fragrance, Anti-perspirants/Deodorants, and Skin Care.
II. Current Performance:
A. Current Performance:
The second Quarter of 2011
Revlon's sales were $351.2 million.
Increase of 4% versus the second quarter 2010.
Revlon's sales increased $15.6 million (8.7%) due to increased sales of
Sinful Colors.
Revlon's sales increased $4.2 million (8.6%) due to higher sales of Revlon
color cosmetics in China and Australia.
Middle East and Africa, Revlon sales decreased $3.4 million (6.8%) led
down by weak sales in the United Kingdom and Italy.
In Latin America, Revlon sales decreased $1 million (3.5%) led down by
lower sales in Mexico and Venezuela, but sales in Argentina were good.
In Canada, Revlon sales decreased $2.24 million (11.5%) due to lower net
sales of Revlon color cosmetics.
55% of Revlon sales are inside the United States.
62% of Revlon sales are from Cosmetics/Skin Care/Fragrances.
32% of Revlon sales are from Personal Care.
B. Strategic Posture:
1. Vision:
"Revlon is a global color cosmetics, hair color, beauty tools, fragrances, skincare,
antiperspirant/deodorants, and beauty care products company whose vision
5. Revlon Case Strategic Analysis - MBA
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Glamour, Excitement and Innovation is through High-quality Products at
Affordable Prices.''
(Source: Company documents)
Vision statement Evaluation:
Revlon's vision may be stronger if it has future positioning of company view and
reflect future growth.
2. Mission:
"To emerge as the leader in cosmetics and personal care throughout the world.
Revlon takes pride in manufacturing the top skin care products and strives to
please young and older woman alike.''
Mission statement Evaluation:
No. Mission Components Revlon
1 Products / Services Yes
2 Customers Yes
3 Employees No
4 Markets Yes
5 Technology No
6 Public Image No
7 Self-Concept No
8 Philosophy No
9 Survival / Growth / Profits Yes
Revlon's mission statement needs to be broad in scope to focus on Employees'
competencies and skills, Public Image (CSR), its production technology, self-
concept and Managerial Philosophy which could given to its shareholders and
stakeholders.
C. Strategic Posture:
President & CEO
Finance Marketing Operations
Senior VP Senior VP Senior VP Senior VP Senior VP
Administration Science
6. Revlon Case Strategic Analysis - MBA
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In April 2009, Alan Ennis became president and the fourth CEO of Revlon since
2000. Ennis had the position of senior vice president and CFO.
Ennis has implemented a worldwide organizational realignment at Revlon
designed by eliminate management layers to be flat organizational
management.
III. Environmental Scanning:
A. Internal Environment:
1. Corporate Structure:
CEO had the position of senior vice president and CFO (S1)
CEO has implemented a worldwide organizational realignment at Revlon
designed to take advantage of more efficient processes and workflow,
eliminate management layers, streamline certain functions, and
consolidate more operations into the company (S2)
About 400 positions were eliminated (W1)
The restructuring saved the company $30 million, with $15 million quickly
benefitting the 2009 result (S)
2. Corporate Value Chain:
Revlon has 80-year history of providing high-quality products at affordable
prices to women (S3)
Several of the company's plants have ISO-9000 certification signifying their
commitment to quality manufacturing standards (S4)
3. Corporate Resources:
Revlon's global market share in the cosmetics business has consistently
declined, from 4% in 2009 to 3% in 2010 (W2)
After years of losses and management upheaval, 2008 was the first year
since 1997 that Revlon posted a positive net income (S)
Limited presence in emerging markets (W3)
Relatively small R&D budgets (W4)
Relatively small advertising budgets (W5)
Revlon and its employees are active in supporting women's health
programs and other community efforts, investing over $65 million in
medical research programs, awareness and education programs, and
doctor training (S5)
7. Revlon Case Strategic Analysis - MBA
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The primary customers for Revlon products are large mass merchandisers
and chain drug stores (S6)
Wal-Mart sales were 22% of Revlon sales in 2010 (S7)
Revlon's products are also sold through its websites (S8)
Revlon spent $24 million on R&D efforts in 2010 and employed 140
people in this effort (S9)
Revlon employs spokespersons Halle Berry, Jessica Alba, and Jessica Biel in
its advertising campaigns (S10)
Globalization of the company's manufacturing and distribution (S11)
4. Financial Analysis:
55% of Revlon sales in 2010 are inside the United States (S12)
54% of Revlon sales in 2010 are outside the United States (W)
62% of Revlon sales are from Cosmetics/Skin Care/Fragrances (W6)
32% of Revlon sales are from Personal Care (W)
Revlon had a large debt load of $1.1 billion by the end of 2010 (W7)
Profitability Ratios 2007 2008 2009 2010
Profit Margin Ratio (0.01) 0.04 0.04 0.25
Return on Assets Ratio (0.02) 0.07 0.06 0.30
Improving Profit Margin Ratio due to increase sales in less operations cost
which led to increase Net Income (S)
The ROA has increased radically to more than four time during the last
three years. This is another ratio indicates that Revlon is a profitability
company and efficient uses of resources (S)
Liquidity Ratios 2007 2008 2009 2010
Current Ratio 1.35 1.32 1.30 1.49
Quick Ratio 0.88 0.85 0.92 1.13
8. Revlon Case Strategic Analysis - MBA
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The Current Ratios of Revlon for the last year is one time and half which
means the current assets are 1.5 the current liabilities, therefore we have
considered Revlon having good short-term financial strength (S)
Improving Quick Ratio led to improve the company ability to pay off its
current liabilities without having to liquidate its inventory (S)
Asset Ratios 2007 2008 2009 2010
Inventory Turnover
Ratio
8.45 8.73 10.87 11.49
Total Assets Ratio 1.57 1.66 1.63 1.22
The trend of Inventory Turnover Ratio in Revlon was increasing during the
last four years, therefore This is unfavorable sign in Revlon which need
more improvement in excessive stocks of inventory (W)
The Total Assets Ratio has decreased during the last three years which
indicated Revlon is not generating a sufficient volume of business given its
total investment (W8)
Debt Ratios 2007 2008 2009 2010
Total Debt Ratio 2.22 2.37 2.30 1.64
The Debit Ratios has decreased during the last three years which indicated
Revlon is balancing between the funds provided by creditors and its equity
to take advantage of leverage option with less risk (S13)
Growth Ratios 2007 2008 2009 2010
Sales Growth - (3.81) (3.78) 1.97
Net Income Growth - 459.63 (15.72) 570.70
9. Revlon Case Strategic Analysis - MBA
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Revlon shows improvement in cash flows (S14)
Revlon seems to be increased performing (S15)
Internal Factors Evaluation (IFE)
Key Internal Factors Weight Rate
Weighted
Score
Strengths
S1 CEO with financial background 0.03 3 0.09
S2 Flat organizational management 0.02 4 0.08
S3 Affordable price Brand Recognition 0.06 4 0.24
S4 ISO-9000 certification for quality
manufacturing standards
0.03 3 0.09
S5 Investing over $65 million in strong CSR 0.05 4 0.2
S6 Primary customers are large mass
merchandisers and chain drug stores
0.02 3 0.06
S7 Wal-Mart sales were 22% of Revlon
sales in 2010
0.03 4 0.12
S8 Selling through its websites 0.03 3 0.09
S9 Start focus & Investment on R&D 0.09 4 0.36
S10 Celebrities support as spokespersons 0.06 4 0.24
S11 Globalization of Revlon 0.03 4 0.12
S12 Well established U.S. market 0.05 4 0.2
S13 Advantage of leverage option 0.02 3 0.06
S14 Improvement in cash flows 0.03 4 0.12
S15 Increased Revlon performance 0.03 4 0.12
Weakness
W1 Insecure employees 0.03 2 0.06
W2 Global market share loss in 2010 0.04 1 0.04
W3 Limited presence in emerging markets 0.05 2 0.1
W4 Relatively small R&D budgets 0.06 1 0.06
W5 Relatively small advertising budgets 0.05 1 0.05
W6 Less diversified products comparing
with competitor
0.06 2 0.12
W7 Large debt load of $1.1 billion 0.09 1 0.09
W8 Not generating a sufficient volume of
business given its total investment
0.04 1 0.04
Total Weighted Score (TWS) 1 2.75
10. Revlon Case Strategic Analysis - MBA
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B. External Environment:
1. Societal Environment:
Political
Newly won freedoms in Tunisia, Egypt, Libya, and Algeria open up more
interest among women in those countries wanting to look pretty and
show that they are pretty (O1)
Economical
In an economy with high unemployment, high gas prices, and high food
prices (T)
High inflation, the strength of the dollar in international markets, and the
fluctuation of foreign currency exchange rates all pose difficulties for
companies operating in international markets (T1)
The economies in Japan, Latin America, and many European countries
have slowed in recent years, and economies in developing nations are
somewhat unstable (T)
Sociocultural
Aging baby boomers make up a significant proportion of the adult U.S.
population (T2)
The 75 million Americans born between 1946 and 1964 are a significant
market for the cosmetics/personal care industry (T3)
Many baby boomers have high levels of disposable income, are brand-
loyal consumers, and are sensitive concerning their looks (O2)
Between 2000 and 2010, the U.S. Hispanic population grew by 43%. The
increase in Hispanic population during this 10-year period made up over
half of the total population increase in the U.S. (O3)
International sales of cosmetic/skin care products are also impacted by
ethnic/racial issues (O)
There are significant opportunities in Asian countries (60% of world's
population) (O4)
The youthful, increasingly affluent Latin American countries also represent
growth opportunity (O5)
Since the majority of personal care products are currently sold in the
United States, Japan, Canada, and European countries (less than 20% of
world's population) (O)
11. Revlon Case Strategic Analysis - MBA
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The potential for sales of personal care products around the world is
excellent (O6)
The youth market is still a vibrant consumer of cosmetics, hair care
products, and fragrances (O7)
The U.S. teen market (ages 15-19) was estimated at almost 10.5 million
teens by 2010 (O8)
The populations of countries outside the U.S. are growing more rapidly
than the U.S. population (O9)
Sales of personal care products in Brazil, Russia, India, and China are
expected to grow 40% from 2009 to 2014 (O10)
2. Task Environment (Porter's five factors):
Threat of substitutes (Moderate)
More and more consumers are seeking out natural products and showing
concern for the amount of chemicals in cosmetics (T)
There has been a growth in "cosmeceutical'' offerings (T)
Threat of entry (Low)
International economics provide unique challenges for companies in
cosmetics/skin care industry (T)
Many emerging economies in Asia and Eastern Europe are eager to have
mass marketers enter operations in their countries, but operating
situation are generally uncertain (T)
An emerging middle class in Asia, Africa, Eastern Europe, and Latin
America offers companies a chance to tap into a new market for personal
care products (O11)
The bargaining power of buyers (High)
Social media have become an incredibly important tool in consumer
relationship development in the cosmetics/skin care industry (O12)
Increasingly, cosmetics/personal care is not an industry for women only ;
there has been impressive growth in the sales of male oriented grooming
and hygiene products (O13)
Worldwide demand for deodorants is expected to reach $12.6 billion by
2015 (O)
Men are also interested in products that improve and enhance the
shaving process (O)
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U.S. consumers cut back on spending, trading down from prestige
cosmetics brands in favor of value brands (T4)
Competitive rivalry (High) (T5)
There have been several examples of online social media campaigns
within the industry (T6)
It is very difficult to gain and sustain competitive advantage in the
cosmetics/skin care industry that offers hundreds of products (T7)
P&G serves 4.2 billion people in more than 180 countries (T8)
P&G segments its offering into three major brand categories: beauty and
grooming, health and well-being, and household care (T9)
L'Oreal is the world's largest cosmetics firm (T)
Unilever has best volume growth in 30 years in 2010 (T)
Unilever was strength of the personal care brands and the growth in
emerging markets that resulted in Unilever's 2010 sales growth (T10)
Avon is the number one direct seller of cosmetics and beauty products in
the world. Over $10 billion in annual revenue produced by 6.5 million
Avon representatives in more than 100 countries (T11)
In October 2010, it was rumored that L'Oreal was considering acquiring
Avon for a reported $19 billion (T12)
Estee Lauder pulled the prescriptive brand from retail distribution in early
2010, but decided to offer the most popular items online only (T)
External Factors Evaluation (EFE)
Key External Factors Weight Rate
Weighted
Score
Opportunities
O1 New market in Arab African countries 0.07 4 0.28
O2 Promising teen & youth market 0.07 3 0.21
O3 U.S. Hispanic population grew by 43% 0.05 3 0.15
O4 Asian markets (60% of world's
population) uncovered by Revlon
0.07 4 0.28
O5 The youthful, increasingly affluent
Latin American countries
0.04 3 0.12
O6 The potential for sales of personal care
products around the world is excellent
0.04 4 0.16
O7 The youth market is still a vibrant
consumer
0.05 3 0.15
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O8 U.S. teen market 10.5 million teens 0.03 3 0.09
O9 International populations are growing
more rapidly than the U.S. population
0.03 3 0.09
O10 Sales of personal care products in
Brazil, Russia, India, and China are
expected to grow 40% from 2009 to 2014
0.04 4 0.16
O11 Asia, Africa, Eastern Europe, and Latin
America are new market for personal care
products
0.05 4 0.2
O12 Social media important CRM tool 0.04 3 0.12
O13 Sales growth for Men cosmetics /
personal care products
0.0 3 0.15
Threats
T1 Global economics crisis 0.02 1 0.02
T2 Aging U.S. population 0.02 2 0.04
T3 Aging of U.S. cosmetics' consumers 0.06 1 0.06
T4 U.S. consumers cut back on spending,
trading down from prestige cosmetics
brands in favor of value brands
0.02 2 0.04
T5 Intensive competition 0.07 1 0.07
T6 Online social media campaigns 0.02 2 0.04
T7 Difficult to gain competitive advantage 0.02 1 0.02
T8 Huge customer base of competitor 0.04 1 0.04
T9 High diversified products of competitor 0.02 2 0.04
T10 Sales growth personal care for
competitor
0.05 1 0.05
T11 Direct sales of cosmetics 0.02 1 0.02
T12 Horizontal Integration of competitors 0.01 2 0.02
Total Weighted Score (TWS) 1 2.62
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IV. Strategy Analysis Tools:
1. TOWS Matrix
Internal Factors (IFE)
Internal Factors (IFE)
Strengths
S1 CEO with financial background
S2 Flat organizational management
S3 Affordable price Brand Recognition
S4 ISO-9000 certification for quality
manufacturing standards
S5 Investing over $65 million in strong CSR
S6 Primary customers are large mass
merchandisers and chain drug stores
S7 Wal-Mart sales were 22% of Revlon sales in
2010
S8 Selling through its websites
S9 Start focus & Investment on R&D
S10 Celebrities support as spokespersons
S11 Globalization of Revlon
S12 Well established U.S. market
S13 Advantage of leverage option
S14 Improvement in cash flows
S15 Increased Revlon performance
Weakness
W1 Insecure employees
W2 Global market share loss in 2010
W3 Limited presence in emerging
markets
W4 Relatively small R&D budgets
W5 Relatively small advertising budgets
W6 Less diversified products comparing
with competitor
W7 Large debt load of $1.1 billion
W8 Not generating a sufficient volume of
business given its total investment
Opportunities
O1 New market in Arab African countries
O2 Promising teen & youth market
O3 U.S. Hispanic population grew by 43%
O4 Asian markets (60% of world's
population) uncovered by Revlon
O5 The youthful, increasingly affluent Latin
American countries
O6 The potential for sales of personal care
products around the world is excellent
O7 The youth market is still a vibrant
consumer
O8 U.S. teen market 10.5 million teens
O9 International populations are growing
more rapidly than the U.S. population
O10 Sales of personal care products in Brazil,
Russia, India, and China are expected to grow
40% from 2009 to 2014
O11 Asia, Africa, Eastern Europe, and Latin
America are new market for personal care
products
O12 Social media important CRM tool
O13 Sales growth for Men
cosmetics/personal care products
SO Strategies
S3S4S8S10S11 O2O4O7O9 : Entry to youth
Asian markets (Market Development)
S3S4S8S10S11 O2O5O7O9 : Entry to youth
Latin American markets (Market Development)
S3S4S8S10S11 O1O2 : Entry to youth Arab
African markets (Market Development)
S3S4S9S11S14S15 O6O10O11 : Introduce
developed personal care products to Asia,
Africa, Eastern Europe & Latin America
(Product Development & Market
Development)
S3S4S10S12 O2O3O7O8 : Penetrate U.S. teen
& U.S. Hispanic markets (Market Development)
S3S4S11S14S15 O13 : Targeting men
worldwide for using its products (Market
Development)
S8S14S15 O2O7O8O12 : Developing it E-Selling
(Forward Integration)
S6S11 O9 : Create international network
distribution with big chain drug stores
(Forward Integration)
WO Strategies
W2W3W7W8 O2O4O7O9O13 : Targeting
new emerging markets specially Asia
with focusing on youth and men (Market
Development)
W2W5W8 O12 : Increase social media
advertising & campaigns which
represents promotion with low cost
(Market Penetration)
Threat
T1 Global economics crisis
T2 Aging U.S. population
T3 Aging of U.S. cosmetics' consumers
T4 U.S. consumers cut back on spending,
trading down from prestige cosmetics brands
in favor of value brands
T5 Intensive competition
T6 Online social media campaigns
T7 Difficult to gain competitive advantage
T8 Huge customer base of competitor
T9 High diversified products of competitor
T10 Sales growth personal care for
competitor
T11 Direct sales of cosmetics
T12 Horizontal Integration of competitors
ST Strategies
S1 T1 : Decrease some of expenses by cutting
cost (Retrenchment)
S3S4S11S12 T1T4T5T7 : Setting new
positioning as the most affordable brand with
standard quality (Cost Leadership Business
Strategy)
S5S12S14 T2T3T5T7 : Increase CSR particularly
care of the elderly in U.S. and Global (Market
Penetration)
WT Strategies
W4W8 T7T8T9T12 : Temporary
partnership with one of big company in
Asia as Joint Venture (Horizontal
Integration)
W2W7W8 T1T5 : Selling or partial
liquidation the most loss department or
production line (Divestiture)
W2W6W8 T5T8T9 : Produce new related
products as like : Baby Care, Hair care, or
Oral Care to attract new customers and
retain existing customers (Concentric
Diversification)
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Recommended Strategies from TOWS Matrix:
As Business Strategy: Cost Leadership Strategy
As Corporate Strategy: Market Penetration – Market Development – Product
Development – Forward Integration - Horizontal Integration – Concentric
Diversification – Retrenchment – Divestiture
2. SPACE Matrix
Internal Strategic Dimension External Strategic Dimension
ComparingtothebenchmarkofOrganization
X-Axis(-Ve)
Competitive Position (CP)
ComparingtothewholeIndustry
X-Axis(+Ve)
Industry Position (IP)
Affordable price Brand Recognition -2
International populations are growing
more rapidly than the U.S. population 4
ISO-9000 certification for quality
manufacturing standards -2 Intensive competition 1
Investing over $65 million in strong CSR -1 High diversified products of competitor 2
Global market share loss in 2010 -6 Sales growth personal care for competitor 2
Relatively small R&D budgets -4
Relatively small advertising budgets -5
Less diversified products comparing with
competitor -3
Total -23 Total 9
Average -3.3 Average 2.25
Y-Axis(+Ve)
Financial Position (FP)
Y-Axis(-Ve)
Stability Position (SP)
Leverage 5 Promising teen & youth market -1
Sales Growth 4
Asian markets (60% of world's population)
uncovered -1
Net Income Growth 3 Global economics crisis -5
Large debt load of $1.1 billion 1 Aging of U.S. cosmetics' consumers -4
Total Assets Ratio 2 U.S. consumers cut back on spending -3
Total 30 Total -14
Average 3 Average -2.8
X-axis: CP + IP = (-3.3) + 2.25 = -1.05
Y-axis: FP + SP = 3 + (-2.8) = 0.2 # (X,Y) = (-1.05,0.2)
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Recommended Strategies from SPACE Matrix:
From analysis SPACE matrix we found that Revlon has middle strategic position
and best strategy is Conservative Strategy which contains:
Market Penetration – Market Development – Product Development – Concentric
Diversification
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3. BCG Matrix (Boston Consulting Group)
Recommended Strategies from BCG Matrix:
According to BCG matrix Revlon suffering from losing market share among
intense competition in growing market.
Revlon will represented as Question Mark (Problem Child) which need more
invest to move:
Market Penetration Strategy
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4. IE Matrix (GE-Mckinsey)
IFE
EFE
Strong
(3 - 4)
Average
(2 - 2.99)
Weak
(1 - 1.99)
Strong
(3 - 4)
1
2
3
Average
(2 - 2.99)
4 5 6
Weak
(1 - 1.99)
7 8 9
Recommended Strategies from IE Matrix:
Based on two key dimensions:
IFE (X-axis) = 2.75 (Average)
EFE (Y-axis) = 2.62 (Average)
Revlon placed at Box 5 (Hold & Maintain) which recommend:
Market Penetration – Market Development – Product Development
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V. Strategy Decision Stage:
After using Strategy Analysis Tools, we have numbers of common and repeated
solutions (strategies):
Market Penetration – Market Development – Product Development – Concentric
Diversification
Quantitative Strategic Planning Matrix (QSPM):
QSPM Weight
Market
Penetration
Market
Development
Product
Development
Concentric
Diversification
AS
Rate
TAS
WxR
AS
Rate
TAS
WxR
AS
Rate
TAS
WxR
AS
Rate
TAS
WxR
Opportunities:
O1 New market in Arab African countries 0.07 1 0.07 4 0.28 2 0.14 3 0.21
O2 Promising teen & youth market 0.07 1 0.07 4 0.28 3 0.21 2 0.14
O3 U.S. Hispanic population grew by 43% 0.05 1 0.05 3 0.15 2 0.1 4 0.2
O4
Asian markets (60% of world's
population) uncovered by Revlon
0.07 3 0.21 4 0.28 1 0.07 2 0.14
O5
The youthful, increasingly affluent Latin
American countries
0.04 3 0.12 2 0.08 4 0.16 1 0.04
O6
The potential for sales of personal care
products around the world is excellent
0.04 2 0.08 3 0.12 4 0.16 1 0.04
O7
The youth market is still a vibrant
consumer
0.05 1 0.05 3 0.15 2 0.1 4 0.2
O8 U.S. teen market 10.5 million teens 0.03 2 0.06 1 0.03 4 0.12 3 0.09
O9
International populations are growing
more rapidly than the U.S. population
0.03 2 0.06 4 0.12 1 0.03 3 0.09
O10
Sales of personal care products in Brazil,
Russia, India, and China are expected to
grow 40% from 2009 to 2014
0.04 3 0.12 4 0.16 1 0.04 2 0.08
O11
Asia, Africa, Eastern Europe, and Latin
America are new market for personal
care products
0.05 3 0.15 4 0.2 1 0.05 2 0.1
O12 Social media important CRM tool 0.04 4 0.16 1 0.04 2 0.08 3 0.12
O13
Sales growth for Men cosmetics /
personal care products
0.05 0 0 0 0
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Threats:
T1 Global economics crisis 0.02 0 0 0 0
T2 Aging U.S. population 0.02 1 0.02 4 0.08 2 0.04 3 0.06
T3 Aging of U.S. cosmetics' consumers 0.06 1 0.06 4 0.24 2 0.12 3 0.18
T4
U.S. consumers cut back on spending,
trading down from prestige cosmetics
brands in favor of value brands
0.02 0 0 0 0
T5 Intensive competition 0.07 1 0.07 3 0.21 2 0.14 4 0.28
T6 Online social media campaigns 0.02 0 0 0 0
T7 Difficult to gain competitive advantage 0.02 1 0.02 2 0.04 4 0.08 3 0.06
T8 Huge customer base of competitor 0.04 4 0.16 3 0.12 2 0.08 1 0.04
T9 High diversified products of competitor 0.02 1 0.02 2 0.04 3 0.06 4 0.08
T10
Sales growth personal care for
competitor
0.05 1 0.05 4 0.2 2 0.1 3 0.15
T11 Direct sales of cosmetics 0.02 0 0 0 0
T12 Horizontal Integration of competitors 0.01 0 0 0 0
TOTAL Opportunities + Threats 1
Strengths:
S1 CEO with financial background 0.03 0 0 0 0
S2 Flat organizational management 0.02 0 0 0 0
S3 Affordable price Brand Recognition 0.06 2 0.12 4 0.24 1 0.06 3 0.18
S4
ISO-9000 certification for quality
manufacturing standards
0.03 1 0.03 2 0.06 4 0.12 3 0.09
S5 Investing over $65 million in strong CSR 0.05 1 0.05 2 0.1 3 0.15 4 0.2
S6
Primary customers are large mass
merchandisers and chain drug stores
0.02 4 0.08 3 0.06 1 0.02 2 0.04
S7
Wal-Mart sales were 22% of Revlon sales
in 2010
0.03 3 0.09 4 0.12 1 0.03 2 0.06
S8 Selling through its websites 0.03 2 0.06 4 0.12 1 0.03 3 0.09
S9 Start focus & Investment on R&D 0.09 0 0 0 0
S10 Celebrities support as spokespersons 0.06 0 0 0 0
S11 Globalization of Revlon 0.03 0 0 0 0
S12 Well established U.S. market 0.05 1 0.05 3 0.15 2 0.1 4 0.2
S13 Advantage of leverage option 0.02 1 0.02 4 0.08 2 0.04 3 0.06
S14 Improvement in cash flows 0.03 1 0.03 3 0.09 2 0.06 4 0.12
S15 Increased Revlon performance 0.03 4 0.12 2 0.06 1 0.03 3 0.09
Weaknesses:
W1 Insecure employees 0.03 0 0 0 0
W2 Global market share loss in 2010 0.04 0 0 0 0
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W3 Limited presence in emerging markets 0.05 1 0.05 4 0.2 3 0.15 2 0.1
W4 Relatively small R&D budgets 0.06 0 0 0 0
W5 Relatively small advertising budgets 0.05 0 0 0 0
W6
Less diversified products comparing with
competitor
0.06 0 0 0 0
W7 Large debt load of $1.1 billion 0.09 4 0.36 1 0.09 2 0.18 3 0.27
W8
Not generating a sufficient volume of
business given its total investment
0.04 1 0.04 3 0.12 2 0.08 4 0.16
TOTAL Strengths + Weaknesses 1
Total TAS 2.7 4.28 2.96 3.96
VI. Strategy Formulation & Final Recommendations:
After the above Matrix (QSPM) it was clear that our selected strategies:
1- Market Development is the most optimal strategy to implement by targeting
new segments of customers and markets (Men, youth, Asian, Latin American,
Arab African, Africa, Eastern Europe and U.S. Hispanic) to increase its market
share and be capable to generating a sufficient volume of business given its total
investment and increased performing to decrease its debt load.
2- Concentric Diversification (Related) is the contingency strategy plan by
producing new related products as like: Baby Care, Hair care, or Oral Care to
attract new customers (Men, youth & uncovered emerging markets) and retain
existing customers (U.S. & Global)
We recommend Revlon to apply Cost Leadership Strategy as Business
Strategy by setting new positioning as the most affordable brand with
standard quality (from TOWS matrix)