Strategic Management Cases
Domino’s Pizza, Inc., 2013
www.dominos.com , DPZ
Based in Ann Arbor, Michigan, Domino’s is the largest pizza delivery company in the USA having a 22.5 percent share of the pizza delivery market. Domino’s digital ordering channels include online ordering at www.dominos.com, mobile ordering at http://mobile.dominos.com, and ordering on iPhone, Kindle Fire, and Android apps. More than $2 billion of Domino’s pizza is ordered online annually. There are more than 10,300 Domino’s stores in over 70 countries. Domino’s had sales of over $7.4 billion in 2012, with $3.6 billion of that coming from the USA.
Copyright by Fred David Books LLC. (Written by Forest R. David)
History
Growing up in foster homes most of their childhood, Tom Monaghan and his brother James borrowed $900 in 1960 to purchase a mom-and-pop pizza store in Ypsilanti, Michigan, named Domi-Nick’s. After trading his brother James a Volkswagen Beetle for his half of the business in 1961, Tom changed the store name in 1965 from Domi-Nick’s to Domino’s Pizza Inc. The company experienced steady growth during the 1960s, and by 1978, there were 200 Domino’s stores in the USA. During the 1980s, the company expanded rapidly both in the USA and internationally. By the end of the decade, Domino’s had more than 5,000 stores in the USA, Canada, United Kingdom, Japan, Australia, and Colombia. By 1998, there were more than 6,000 Dominos, with 1,500 located outside the USA. Tom Monaghan retired in 1998 and sold 93 percent of the company (worth $1 billion) to Bain Capital Inc. In the six years following the sale, Domino’s enjoyed great success under Bain Capital and in 2004 Domino’s became a publically traded company on the New York Stock Exchange under the ticker symbol DPZ. The initial stock price was $16 per share and placed a value on the company at more than $2 billion (double the price Bain paid).
Domino’s changed its 49-year-old recipe at year end 2009 and started a heavily advertised marketing campaign called “new inspired pizza.” Domino’s stock price appreciated from around $8 a share at the start of 2010 to $60 in mid-2003. Fueled by the new recipe and new products, Domino’s celebrated its 50th anniversary in 2010 and was awarded best pizza chain in 2010 and 2011 by Pizza Today magazine, marking the first time ever that the same pizza chain had received the award in consecutive years. Domino’s CEO Patrick Doyle was named the best CEO of 2011 by CNBC. Domino’s was recently ranked number 1 in Forbes magazine’s “Top 20 Franchises for the Money” list.
About 96 percent of Domino’s stores are owned by franchisees. There are very few company-owned Domino’s stores.
Corporate Philosophy and Mission Statement
Domino’s does not have a stated vision statement, but the company mission statement is as follows: “Exceptional franchisees and team members on a mission to be the best pizza delivery company in the world.” Domino’s “guiding principles” are based on the concept of one.
PPT on Marketing Strategies of Domino's(Best Ever PPT)Vibhor Agarwal
History
Journey
LOGO Story
Positioning Strategies
Products
4ps
Articles
Dominos fun Facts
Analysis
Reports
and much more
Follow Like Share
for download
mail me vibhoragarwal718@gmail.com
Domino's is the largest pizza delivery company in the US with over 5,000 stores. It has strong brand awareness and cash flow from its established franchise system. Domino's has succeeded in some countries like Taiwan, Mexico, and Japan by being locally responsive to factors like cultural preferences and operational strategies. However, it has failed in other countries by not adequately considering access to financial resources and the need for balanced home and host country strategies. To improve internationally, Domino's should invest more in franchising to maintain local control, and focus on knowledge sharing between stores and countries. A joint venture approach may also help improve performance in struggling markets.
This document provides an analysis of Domino's Pizza, including its business segments, accounting practices, financial ratios, marketing strategies, and opportunities for growth. Domino's operates domestic stores and supply chain segments, as well as an international segment. It has a highly leveraged capital structure with significant debt. The analysis evaluates Domino's financial position and performance, and recommends developing a customer loyalty program and expanding in China to further grow profits.
Domino's Pizza Inc. is the largest pizza chain in the world, headquartered in Ann Arbor, Michigan. It was established in 1960 and has over 17,000 stores globally. Domino's faces a class action lawsuit from employees claiming wage underpayment and issues with franchisees demanding cash from workers for visas. Its strategy focuses on increasing carryout orders over delivery and doubling its global store count to 10,000 by 2025. However, this strategy faces risks from the COVID-19 pandemic which has reduced demand and forced some store closures. A financial analysis shows rising annual revenue but identifies the pandemic as a current top risk.
Domino's Pizza is an international pizza chain with over 11,000 stores worldwide and $3 billion in annual revenues. Once known for speedy delivery, Domino's has improved product quality through initiatives like the Pizza Turnaround campaign. It competes directly with Pizza Hut, Papa John's, and Little Caesars. This report analyzes Domino's competitive position and recommends expanding to new markets by increasing store locations to capitalize on demographic trends favoring its target market of lower-middle class families.
This document provides information about Domino's Pizza, the largest pizza chain in the world. It details Domino's 19% share of the US pizza delivery market and $4 billion in annual revenue. While Domino's international sales are growing, domestic same-store sales are lagging. The document also outlines Tom Monaghan's founding of Domino's in 1960 and its growth to over 5,000 locations by the 1980s through franchising and innovative marketing. It discusses leadership changes and challenges faced by Domino's over the years.
This report recommends selling shares of Domino's Pizza (DPZ) based on a target price of $112.47, representing a 19% downside. This is primarily due to Domino's high debt load of $2.24 billion, which could require refinancing at a higher interest rate. Additionally, same store sales growth may be difficult to maintain at record high levels of 12% in 2015. Changing consumer preferences toward fast casual dining also poses a threat as this trend gains momentum.
training and development in Domonoz Pizzarajpatel777
The document discusses the growth of fast food chains in India. It notes that KFC, Pizza Hut, and Domino's have seen significant growth in the country in recent years. These chains have expanded beyond just major cities and malls to open standalone restaurants in smaller cities as well. Home delivery is also growing in popularity. The chains are targeting both vegetarian and non-vegetarian customers by expanding their vegetarian offerings on menus. However, some question if these fast food chains will eventually replace traditional Indian cuisines.
PPT on Marketing Strategies of Domino's(Best Ever PPT)Vibhor Agarwal
History
Journey
LOGO Story
Positioning Strategies
Products
4ps
Articles
Dominos fun Facts
Analysis
Reports
and much more
Follow Like Share
for download
mail me vibhoragarwal718@gmail.com
Domino's is the largest pizza delivery company in the US with over 5,000 stores. It has strong brand awareness and cash flow from its established franchise system. Domino's has succeeded in some countries like Taiwan, Mexico, and Japan by being locally responsive to factors like cultural preferences and operational strategies. However, it has failed in other countries by not adequately considering access to financial resources and the need for balanced home and host country strategies. To improve internationally, Domino's should invest more in franchising to maintain local control, and focus on knowledge sharing between stores and countries. A joint venture approach may also help improve performance in struggling markets.
This document provides an analysis of Domino's Pizza, including its business segments, accounting practices, financial ratios, marketing strategies, and opportunities for growth. Domino's operates domestic stores and supply chain segments, as well as an international segment. It has a highly leveraged capital structure with significant debt. The analysis evaluates Domino's financial position and performance, and recommends developing a customer loyalty program and expanding in China to further grow profits.
Domino's Pizza Inc. is the largest pizza chain in the world, headquartered in Ann Arbor, Michigan. It was established in 1960 and has over 17,000 stores globally. Domino's faces a class action lawsuit from employees claiming wage underpayment and issues with franchisees demanding cash from workers for visas. Its strategy focuses on increasing carryout orders over delivery and doubling its global store count to 10,000 by 2025. However, this strategy faces risks from the COVID-19 pandemic which has reduced demand and forced some store closures. A financial analysis shows rising annual revenue but identifies the pandemic as a current top risk.
Domino's Pizza is an international pizza chain with over 11,000 stores worldwide and $3 billion in annual revenues. Once known for speedy delivery, Domino's has improved product quality through initiatives like the Pizza Turnaround campaign. It competes directly with Pizza Hut, Papa John's, and Little Caesars. This report analyzes Domino's competitive position and recommends expanding to new markets by increasing store locations to capitalize on demographic trends favoring its target market of lower-middle class families.
This document provides information about Domino's Pizza, the largest pizza chain in the world. It details Domino's 19% share of the US pizza delivery market and $4 billion in annual revenue. While Domino's international sales are growing, domestic same-store sales are lagging. The document also outlines Tom Monaghan's founding of Domino's in 1960 and its growth to over 5,000 locations by the 1980s through franchising and innovative marketing. It discusses leadership changes and challenges faced by Domino's over the years.
This report recommends selling shares of Domino's Pizza (DPZ) based on a target price of $112.47, representing a 19% downside. This is primarily due to Domino's high debt load of $2.24 billion, which could require refinancing at a higher interest rate. Additionally, same store sales growth may be difficult to maintain at record high levels of 12% in 2015. Changing consumer preferences toward fast casual dining also poses a threat as this trend gains momentum.
training and development in Domonoz Pizzarajpatel777
The document discusses the growth of fast food chains in India. It notes that KFC, Pizza Hut, and Domino's have seen significant growth in the country in recent years. These chains have expanded beyond just major cities and malls to open standalone restaurants in smaller cities as well. Home delivery is also growing in popularity. The chains are targeting both vegetarian and non-vegetarian customers by expanding their vegetarian offerings on menus. However, some question if these fast food chains will eventually replace traditional Indian cuisines.
This document provides information on the top restaurant chains in the fast casual segment for 2013. It begins by highlighting Fazoli's as the #1 chain, noting their 5.1% sales increase in 2012 and longest sustained sales growth streak. McAlister's Deli comes in at #2, with plans to open 20 new locations by the end of 2013. Freebirds World Burrito is #3, having quadrupled in size since 2007 with plans for double digit growth in 2013.
This document discusses Ben & Jerry's considerations for entering the Japanese ice cream market. It outlines CEO Perry Odak's concerns, Ben & Jerry's mission and culture, key resources in Vermont, strategic options in Japan, and what Ben & Jerry's would need to do to execute their chosen strategy well. The options under consideration are franchising with 7-Eleven's 7,000 stores, partnering with a Japanese-American entrepreneur, or opening scoop shops at Tokyo Disneyland. Analyzing resources and capabilities, partnering with 7-Eleven could leverage its large retail presence but may restrict branding. Direct entry through scoop shops allows more control but carries higher risks. A decision is needed to capitalize on excess US
McDonald's opened its first location in France in 1979 in Strasbourg. It realized it needed to adapt its menu and operations to local tastes and customs to succeed in France. Some key adaptations included offering fresh bread and coffee and sourcing ingredients locally. McDonald's growth was slow at first in France but it began to see more success after tailoring its operations to French consumers. Doug Goare, the new president of McDonald's Europe, is monitoring the situation in France closely as it remains an important market.
Target Corporation is a large American retailer operating general merchandise and food discount stores across the United States. It generates sales from retail stores and credit cards. In 2009, Target had over 1,700 stores and $63 billion in retail sales. It is a major competitor to Walmart and Kmart. Target provides benefits like health insurance, retirement plans, and discounts to employees. The company aims to deliver value and innovation to customers through a clean and customer-friendly shopping experience.
Home Depot has a large staff management structure to ensure excellent customer service. It was founded in 1978 and has expanded significantly over the decades. The company focuses on its core values of customer service, community involvement, and ethical conduct. Home Depot employs various strategic planning approaches and uses technology extensively to manage its inventory and supply chain effectively.
Domino's Pizza is an international pizza chain founded in 1960 in Michigan. It is now the second largest pizza chain in the US with over 9,000 stores worldwide. Domino's menu features pizza, sandwiches, wings and desserts. It has a large distribution system to supply stores with ingredients. Domino's aims to be the best pizza delivery company through innovations like online ordering and heat bags. It faces competition from chains like Little Caesars, Papa John's and Pizza Hut.
Marketing starategy of Dominos Pizza IndiaAvinash Roy
This document outlines the objectives and methodology of a study conducted on Domino's Pizza in India. The objectives were to understand customer expectations and perceptions, motivational factors for choosing Domino's, general spending habits, important satisfaction factors, and areas for improvement. The methodology section describes the questionnaire design, data collection through an online survey, sample size of 31 respondents, and analysis using tools like Cronbach's alpha and paired sample t-tests to measure service quality gaps. Key findings included quality, brand image, and delivery time having a positive impact on satisfaction, while other factors had a negative impact. Reliability was found to have a significant service quality gap.
The document provides a financial summary and overview of The Home Depot for the 2001 fiscal year. It summarizes that:
- Net sales increased 17% to $53.5 billion
- Net earnings grew 18% to over $3 billion
- Cash reached a record $2.5 billion and the company opened 204 new stores
- The company had strong financial performance despite economic challenges
This document provides an executive summary and background information about a marketing research project on customer satisfaction with Domino's Pizza in Hubli City, India. It discusses the objectives and scope of the study, which uses surveys and questionnaires to collect primary data from 50 respondents on their attitudes towards Domino's Pizza. Secondary data is also collected from sources like journals and websites. The document provides background on Domino's Pizza as an international franchise founded in 1960 in the US that is now the second largest pizza chain in the country. It also gives an overview of trends in the fast food industry in India.
The Lowe's 1999 Annual Report summarizes the company's strong financial performance in fiscal year 1999. Some key highlights include sales increasing 19% to $15.9 billion, pretax earnings growing 38% to $1.087 billion, and earnings per share rising 33-34%. Lowe's is committed to further improving home improvement for customers by expanding into new markets, enhancing existing programs like installed sales and special orders, and adapting to changing demographics. Going forward, Lowe's aims to continue transforming and adapting to create new opportunities to better serve customers.
Dollar General has experienced significant organic growth in recent years, opening 537 new stores in 2006, 734 in 2005, and 722 in 2004. Dollar General's revenue grew from $6.1 billion in 2002 to $9.17 billion in 2006, while net income increased from $262 million to $138 million over the same period. The company's success is driven by its focus on low prices and convenience as an alternative to big box retailers for customers. While Dollar General has experienced success, it also faces competition from other dollar stores and discount retailers seeking to target value-conscious customers.
Comprehensive analysis of marketing strategies of domino'sSahiba Khurana
The presentation is based on the study and analysis of marketing strategies of a well known pizza chain-Domino's.
It also gives short term recommendations.
This document is Dollar Tree's 2014 Annual Report which summarizes their financial performance for the year. Some key points:
- Dollar Tree experienced record sales of $8.6 billion in 2014, a 9.7% increase over the previous year and their first time exceeding $8 billion in annual sales.
- Net income was $599.2 million, up slightly from the previous year. Earnings per share were $2.90.
- The company operated over 5,300 stores across North America and had over 90,000 employees by the end of 2014.
- A major announcement was made to acquire Family Dollar Stores, which would more than double the combined company's store count and revenue.
Cuponatic is a Chilean company that operates in the daily deals industry by selling coupons on its website for great discounts on products and services. It has a business model called "Win, Win, Win" where customers, merchants, and Cuponatic all benefit. Cuponatic has been in business since 2010 and has experienced strong sales growth in Chile. Key factors in its success include its robust organizational structure, experience in the daily deals space, wide variety of deals, higher commission rates than competitors, and good payment options.
IDEA requires IEP teams to notify parents of their rights and proced.docxflorriezhamphrey3065
IDEA requires IEP teams to notify parents of their rights and procedural safeguards when informing them about the need to assess their child, either to determine eligibility or to re-evaluate to show growth. IEP teams must describe the purpose of assessments and describe the assessments that will be used when securing permission from parents to evaluate their child. Providing informational brochures can help parents understand assessment and document the team’s attempts to inform parents and involve them in the decision-making process.
In 500-750 words, design a brochure for general education teachers and families detailing the following about assessment and eligibility:
The process of reviewing existing data to determine the need to conduct further assessments.
Different assessment methods, their purpose, and how the data will be used to make educational decisions related to eligibility or intervention to include: Pictures and
Norm-referenced, standardized testing
Language sampling
Dynamic assessment and criterion-referenced assessment
Intelligence testing
The rights and responsibilities of students with disabilities, their families, and teachers related to eligibility assessment.
Support your brochure with appropriate images and diagrams.
Support your work with 2-3 resources.
.
ID Task
Mode
Task Name Duration Start Finish Predecessors Total Slack
1 PJM Template Repository 98 days Wed 7/1/20 Fri 11/13/20 0 days
2 Initation/ Plan 43 days Wed 7/1/20 Fri 8/28/20 0 days
3 Create project charter 5 days Wed 7/1/20 Tue 7/7/20 0 days
4 Approve project charter 5 days Wed 7/8/20 Tue 7/14/20 3 0 days
5 Create requirements document 10 days Wed 7/15/20Tue 7/28/20 4 0 days
6 Approve requirements document 5 days Wed 7/29/20Tue 8/4/20 5 0 days
7 Create project management plan 10 days Wed 8/5/20 Tue 8/18/20 6 0 days
8 Review/revise project management plan 5 days Wed 8/19/20Tue 8/25/20 7 0 days
9 Approve project management plan 3 days Wed 8/26/20Fri 8/28/20 8 0 days
10 Project Execution 53 days Mon 8/31/20Wed 11/11/20 1 day
11 Manage issues, risks, changes 53 days Mon 8/31/20Wed 11/11/209 1 day
12 Communicate project status 53 days Mon 8/31/20Wed 11/11/209 1 day
13 Design and Development 42 days Mon 8/31/20Tue 10/27/20 0 days
14 Technology procurement 18 days Mon 8/31/20Wed 9/23/20 0 days
15 Research available technologies/vendors 10 days Mon 8/31/20Fri 9/11/20 9 0 days
16 Negotiate Contract 5 days Mon 9/14/20Fri 9/18/20 15 0 days
17 Sign Contract/Obtain license 3 days Mon 9/21/20Wed 9/23/2016 0 days
18 SIte Wireframe 10 days Thu 9/24/20 Wed 10/7/20 0 days
19 Create site requirements 5 days Thu 9/24/20 Wed 9/30/2017 0 days
20 Create site Wireframe 2 days Thu 10/1/20 Fri 10/2/20 19 0 days
21 Revew/ revise site wireframe 3 days Mon 10/5/20Wed 10/7/2020 0 days
22 Developed website application 4 days Thu 10/8/20 Tue 10/13/20 0 days
23 Create Repository Site 3 days Thu 10/8/20 Mon 10/12/2021 0 days
24 Review/revise/approve respository site 1 day Tue 10/13/20Tue 10/13/2023 0 days
25 Templates collection 40 days Mon 8/31/20Fri 10/23/20 9 days
26 Request templates 15 days Mon 8/31/20Fri 9/18/20 9 9 days
27 Review/ revise templates 20 days Mon 9/21/20Fri 10/16/20 26 9 days
28 Upload approved Templates 5 days Mon 10/19/20Fri 10/23/20 27,24 9 days
29 Project Product Evaluation 2 days Mon 10/26/20Tue 10/27/20 9 days
30 Repository Testing 2 days Mon 10/26/20Tue 10/27/20 9 days
31 Test Repository Site 1 day Mon 10/26/20Mon 10/26/2028 9 days
Page 1
ID Task
Mode
Task Name Duration Start Finish Predecessors Total Slack
32 Revise/ approve Repository Site 1 day Tue 10/27/20Tue 10/27/2031 9 days
33 Final Version Release 53 days Mon 8/31/20Wed 11/11/20 2 days
34 Create Alumni Communication Plan 3 days Mon 8/31/20Wed 9/2/20 9 44 days
35 Create Student Communication Plan 3 days Mon 8/31/20Wed 9/2/20 9 45 days
36 Communicate to alumni 5 days Thu 9/3/20 Wed 9/9/20 34 44 days
37 Communicate to students 5 days Thu 9/3/20 Wed 9/9/20 35 45 days
38 Provide access to alumni 3 days Mon 11/9/20Wed 11/11/2040,36 2 days
39 Provide access to students 2 days Mon 11/9/20Tue 11/10/2040,37 3 days
40 Release Final Version of the Website 1 day Fri 11/6/20 Fri 11/6/20 32,41,47 2 days
41 Create operational/ support plan 5 days.
Id like for us to use our sociological imagination. C. Wright M.docxflorriezhamphrey3065
I'd like for us to use our sociological imagination. C. Wright Mills (a famous sociologist) described the sociological imagination as: "the vivid awareness of the relationship between personal experience and the wider society". Choose one social problem (such as: abortion, bullying, alcoholism, date rape, capital punishment/death penalty, racism, poverty, eating disorders, etc.) and describe, in your ideal society, how you would combat your selected issue to solve it. Describe the experience of those affected by the social problem and how their experience would be shifted through the changes made in your ideal society. (200 words) (15 points)
2. Go into more depth within your chosen social problem. Examine your selected social problem and theorize why your social problem exists in the first place. Which sociological theory do you identify most with as you describe your social problem (see page 15 of your text/figure 1.7 & table 1.2). Why? (100-150 words)
.
IAHTopic Whose work goes into space science How do different .docxflorriezhamphrey3065
IAH
Topic: Whose work goes into space science? How do different kinds of work contribute? Who besides astronauts and scientists do work that makes a difference?
文体:Annotated Bibliography
页数: two pages ( two resource)(single)1000 words要求: · MLA, APA, or Chicago style bibliographic entry
· A summary of the article; someone who hasn’t read it should be able to understand what the article is saying overall
o Include the main claims and types of evidence used to support the argument (if an argument is made)
· A summary of the most relevant details
· A brief explanation of what your group could use this source for – it should be clear why this is a relevant source
· An analysis of the audience and purpose
o Scholarly or popular published media or other?
o Publication – where was it published? Who is the audience of this journal/website/etc.?
o What is the main purpose? How is the author trying to intervene in a larger conversation?
o Audience knowledge/values/interest
· An analysis of the credibility of the source
o Who wrote it? Where was it published?
o What in the article itself suggests credibility or not?
· An analysis of what shapes the knowledge work (at least one of the following, but not all):
o Fairness or bias
o Discipline or field of specialization of the author/publication
Cultural or historical contexts/other communities the author/audience are part of
All analysis should show precise, clear reasoning – think about how to make your language explain the reasons for your conclusions in a precise way.
due:02/03/2019
Example:
Martin, Emily. "The Egg and the Sperm: How Science has Constructed a Romance
Based on Stereotypical Male-Female Roles."
Signs
16.3 (1991): 485-501.
ProQuest.
Web. 14 Jan. 2019.
This article analyzes how stereotypical gender roles have affected scientific writing about human reproduction. Using numerous examples from science textbooks and other scientific communications, Martin demonstrates how the role of the egg is portrayed as passive or negative, while the role of the sperm is portrayed as active, assertive, and heroic. Martin begins by explaining how the reproductive biology associated with (cis) women is viewed in scientific literature as wasteful and negative, which places her analysis in the context of a broader pattern of how reproductive systems are portrayed in anti-woman ways. Martin notes that these portrayals persist even when they are not scientifically well-supported, which suggests that these gender stereotypes are detrimental to scientific understanding. For example, Martin notes that while the egg is often portrayed as waiting passively without taking action, this portrayal is counter to the usual scientific convention of calling the protein member of a pair of binding molecules “the receptor” (496). Moreover, recent research has shown that “sperm and egg are mutually active partners” (Schatten and Schatten, qtd.
I211 – Information Infrastructure II
Lecture 20
Today
CGI
Forms
HTML Forms and CGI
We can get input from users online by using HTML forms! (These have the same sorts of elements as Tkinter)
Text boxes
<input type="text" name="name">
Radio buttons
<input type="radio" name="y_or_n" value="yes" checked > Yes
Text areas
<textarea name="comments" rows="3">None</textarea>
Buttons
<button name="name"></button>
Check boxes
<input type="checkbox" name="size" value="Large"> Large
HTML Forms and CGI
HTML form elements must be enclosed in <form> tags.
The <form> tag has an action attribute that specifies what URL to send the data to:
<form action="name.cgi" method="post">
Form Submit
<!doctype html>
<html>
<head><meta charset ="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>First Interactive Form</title></head>
<body>
<form action="name.cgi" method="post">
Please enter your name:
<input type="text" name="username"><br>
<button type="submit">Submit</button>
</form>
</body>
</html>
HTML Form Elements:
You don’t need to
chmod .html files!
A submit button creates a button that will submit the form when clicked!
HTML Forms and CGI
import cgi
form = cgi.FieldStorage()
form now has a dictionary-like object where the form element’s name attribute is the key, and the form element’s data (user-typed or value attribute) is the value
CGI Handler with .getfirst()
#! /usr/bin/env python3
print('Content-type: text/html\n')
import cgi
form = cgi.FieldStorage() #parses form data
html = """<!doctype html>
<html>
<head><meta charset="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>Form in CGI</title></head>
<body>
<p>{content}</p>
</body>
</html>"""
user = form.getfirst('username','Who are you?')
print(html.format(content = 'Hello,' + user))
The first argument is the name of the form element
we want, and the second argument is what to return if it isn’t found.
This is exactly like the
.get() method for dictionaries!
Simple Form (Individual)
<!doctype html>
<html>
<head><meta charset ="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>First Interactive Form</title></head>
<body>
<form action="name.cgi" method="post">
<p>Please enter your name:
<input type="text" name="username"></p>
<button type="submit">Submit</button>
</form>
</body>
</html>
Save this as name.html and upload
Form CGI Handler (Individual)
#! /usr/bin/env python3
print('Content-type: text/html\n')
import cgi
form = cgi.FieldStorage() #parses form data
html = """<!doctype html>
<html>
<head><meta charset="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>Form in CGI</title></head>
<body>
<h1>Greetings!</h1>
<p>{content}</p>
</body>
</html>"""
user = form.getfirst('username','Who are you?')
print(html.format(content = 'Hello,' + user))
Save this as name.cgi, and don’t forget to.
I.Mulcahy’s qualifications1. As a Xerox board member, do yo.docxflorriezhamphrey3065
I.
Mulcahy’s qualifications:
1. As a Xerox board member, do you support the selection of Mulcahy to turn
Xerox around? What are her strengths and weaknesses vis-a-vis this role?
2. How did Xerox get to the point of bankruptcy? Was it a case of management
ineptitude or simply shifting industry trends?
II.
Mulcahy’s disposition:
3. Is Mulcahy so concerned about her employees’ job security that she cannot take
painful yet necessary actions?
4. Did the stress of Mulcahy’s role take an abject toll on her reasoning faculties?
III.
Twin problems of bank debt & SEC investigation:
5. How can Mulcahy get these on-going problems resolved? Can her personal involvement
make a difference?
6. Is there a linkage between the two issues? Can one be solved without the other?
.
More Related Content
Similar to Strategic Management Cases Domino’s Pizza, Inc., 2013 www.domi.docx
This document provides information on the top restaurant chains in the fast casual segment for 2013. It begins by highlighting Fazoli's as the #1 chain, noting their 5.1% sales increase in 2012 and longest sustained sales growth streak. McAlister's Deli comes in at #2, with plans to open 20 new locations by the end of 2013. Freebirds World Burrito is #3, having quadrupled in size since 2007 with plans for double digit growth in 2013.
This document discusses Ben & Jerry's considerations for entering the Japanese ice cream market. It outlines CEO Perry Odak's concerns, Ben & Jerry's mission and culture, key resources in Vermont, strategic options in Japan, and what Ben & Jerry's would need to do to execute their chosen strategy well. The options under consideration are franchising with 7-Eleven's 7,000 stores, partnering with a Japanese-American entrepreneur, or opening scoop shops at Tokyo Disneyland. Analyzing resources and capabilities, partnering with 7-Eleven could leverage its large retail presence but may restrict branding. Direct entry through scoop shops allows more control but carries higher risks. A decision is needed to capitalize on excess US
McDonald's opened its first location in France in 1979 in Strasbourg. It realized it needed to adapt its menu and operations to local tastes and customs to succeed in France. Some key adaptations included offering fresh bread and coffee and sourcing ingredients locally. McDonald's growth was slow at first in France but it began to see more success after tailoring its operations to French consumers. Doug Goare, the new president of McDonald's Europe, is monitoring the situation in France closely as it remains an important market.
Target Corporation is a large American retailer operating general merchandise and food discount stores across the United States. It generates sales from retail stores and credit cards. In 2009, Target had over 1,700 stores and $63 billion in retail sales. It is a major competitor to Walmart and Kmart. Target provides benefits like health insurance, retirement plans, and discounts to employees. The company aims to deliver value and innovation to customers through a clean and customer-friendly shopping experience.
Home Depot has a large staff management structure to ensure excellent customer service. It was founded in 1978 and has expanded significantly over the decades. The company focuses on its core values of customer service, community involvement, and ethical conduct. Home Depot employs various strategic planning approaches and uses technology extensively to manage its inventory and supply chain effectively.
Domino's Pizza is an international pizza chain founded in 1960 in Michigan. It is now the second largest pizza chain in the US with over 9,000 stores worldwide. Domino's menu features pizza, sandwiches, wings and desserts. It has a large distribution system to supply stores with ingredients. Domino's aims to be the best pizza delivery company through innovations like online ordering and heat bags. It faces competition from chains like Little Caesars, Papa John's and Pizza Hut.
Marketing starategy of Dominos Pizza IndiaAvinash Roy
This document outlines the objectives and methodology of a study conducted on Domino's Pizza in India. The objectives were to understand customer expectations and perceptions, motivational factors for choosing Domino's, general spending habits, important satisfaction factors, and areas for improvement. The methodology section describes the questionnaire design, data collection through an online survey, sample size of 31 respondents, and analysis using tools like Cronbach's alpha and paired sample t-tests to measure service quality gaps. Key findings included quality, brand image, and delivery time having a positive impact on satisfaction, while other factors had a negative impact. Reliability was found to have a significant service quality gap.
The document provides a financial summary and overview of The Home Depot for the 2001 fiscal year. It summarizes that:
- Net sales increased 17% to $53.5 billion
- Net earnings grew 18% to over $3 billion
- Cash reached a record $2.5 billion and the company opened 204 new stores
- The company had strong financial performance despite economic challenges
This document provides an executive summary and background information about a marketing research project on customer satisfaction with Domino's Pizza in Hubli City, India. It discusses the objectives and scope of the study, which uses surveys and questionnaires to collect primary data from 50 respondents on their attitudes towards Domino's Pizza. Secondary data is also collected from sources like journals and websites. The document provides background on Domino's Pizza as an international franchise founded in 1960 in the US that is now the second largest pizza chain in the country. It also gives an overview of trends in the fast food industry in India.
The Lowe's 1999 Annual Report summarizes the company's strong financial performance in fiscal year 1999. Some key highlights include sales increasing 19% to $15.9 billion, pretax earnings growing 38% to $1.087 billion, and earnings per share rising 33-34%. Lowe's is committed to further improving home improvement for customers by expanding into new markets, enhancing existing programs like installed sales and special orders, and adapting to changing demographics. Going forward, Lowe's aims to continue transforming and adapting to create new opportunities to better serve customers.
Dollar General has experienced significant organic growth in recent years, opening 537 new stores in 2006, 734 in 2005, and 722 in 2004. Dollar General's revenue grew from $6.1 billion in 2002 to $9.17 billion in 2006, while net income increased from $262 million to $138 million over the same period. The company's success is driven by its focus on low prices and convenience as an alternative to big box retailers for customers. While Dollar General has experienced success, it also faces competition from other dollar stores and discount retailers seeking to target value-conscious customers.
Comprehensive analysis of marketing strategies of domino'sSahiba Khurana
The presentation is based on the study and analysis of marketing strategies of a well known pizza chain-Domino's.
It also gives short term recommendations.
This document is Dollar Tree's 2014 Annual Report which summarizes their financial performance for the year. Some key points:
- Dollar Tree experienced record sales of $8.6 billion in 2014, a 9.7% increase over the previous year and their first time exceeding $8 billion in annual sales.
- Net income was $599.2 million, up slightly from the previous year. Earnings per share were $2.90.
- The company operated over 5,300 stores across North America and had over 90,000 employees by the end of 2014.
- A major announcement was made to acquire Family Dollar Stores, which would more than double the combined company's store count and revenue.
Cuponatic is a Chilean company that operates in the daily deals industry by selling coupons on its website for great discounts on products and services. It has a business model called "Win, Win, Win" where customers, merchants, and Cuponatic all benefit. Cuponatic has been in business since 2010 and has experienced strong sales growth in Chile. Key factors in its success include its robust organizational structure, experience in the daily deals space, wide variety of deals, higher commission rates than competitors, and good payment options.
Similar to Strategic Management Cases Domino’s Pizza, Inc., 2013 www.domi.docx (16)
IDEA requires IEP teams to notify parents of their rights and proced.docxflorriezhamphrey3065
IDEA requires IEP teams to notify parents of their rights and procedural safeguards when informing them about the need to assess their child, either to determine eligibility or to re-evaluate to show growth. IEP teams must describe the purpose of assessments and describe the assessments that will be used when securing permission from parents to evaluate their child. Providing informational brochures can help parents understand assessment and document the team’s attempts to inform parents and involve them in the decision-making process.
In 500-750 words, design a brochure for general education teachers and families detailing the following about assessment and eligibility:
The process of reviewing existing data to determine the need to conduct further assessments.
Different assessment methods, their purpose, and how the data will be used to make educational decisions related to eligibility or intervention to include: Pictures and
Norm-referenced, standardized testing
Language sampling
Dynamic assessment and criterion-referenced assessment
Intelligence testing
The rights and responsibilities of students with disabilities, their families, and teachers related to eligibility assessment.
Support your brochure with appropriate images and diagrams.
Support your work with 2-3 resources.
.
ID Task
Mode
Task Name Duration Start Finish Predecessors Total Slack
1 PJM Template Repository 98 days Wed 7/1/20 Fri 11/13/20 0 days
2 Initation/ Plan 43 days Wed 7/1/20 Fri 8/28/20 0 days
3 Create project charter 5 days Wed 7/1/20 Tue 7/7/20 0 days
4 Approve project charter 5 days Wed 7/8/20 Tue 7/14/20 3 0 days
5 Create requirements document 10 days Wed 7/15/20Tue 7/28/20 4 0 days
6 Approve requirements document 5 days Wed 7/29/20Tue 8/4/20 5 0 days
7 Create project management plan 10 days Wed 8/5/20 Tue 8/18/20 6 0 days
8 Review/revise project management plan 5 days Wed 8/19/20Tue 8/25/20 7 0 days
9 Approve project management plan 3 days Wed 8/26/20Fri 8/28/20 8 0 days
10 Project Execution 53 days Mon 8/31/20Wed 11/11/20 1 day
11 Manage issues, risks, changes 53 days Mon 8/31/20Wed 11/11/209 1 day
12 Communicate project status 53 days Mon 8/31/20Wed 11/11/209 1 day
13 Design and Development 42 days Mon 8/31/20Tue 10/27/20 0 days
14 Technology procurement 18 days Mon 8/31/20Wed 9/23/20 0 days
15 Research available technologies/vendors 10 days Mon 8/31/20Fri 9/11/20 9 0 days
16 Negotiate Contract 5 days Mon 9/14/20Fri 9/18/20 15 0 days
17 Sign Contract/Obtain license 3 days Mon 9/21/20Wed 9/23/2016 0 days
18 SIte Wireframe 10 days Thu 9/24/20 Wed 10/7/20 0 days
19 Create site requirements 5 days Thu 9/24/20 Wed 9/30/2017 0 days
20 Create site Wireframe 2 days Thu 10/1/20 Fri 10/2/20 19 0 days
21 Revew/ revise site wireframe 3 days Mon 10/5/20Wed 10/7/2020 0 days
22 Developed website application 4 days Thu 10/8/20 Tue 10/13/20 0 days
23 Create Repository Site 3 days Thu 10/8/20 Mon 10/12/2021 0 days
24 Review/revise/approve respository site 1 day Tue 10/13/20Tue 10/13/2023 0 days
25 Templates collection 40 days Mon 8/31/20Fri 10/23/20 9 days
26 Request templates 15 days Mon 8/31/20Fri 9/18/20 9 9 days
27 Review/ revise templates 20 days Mon 9/21/20Fri 10/16/20 26 9 days
28 Upload approved Templates 5 days Mon 10/19/20Fri 10/23/20 27,24 9 days
29 Project Product Evaluation 2 days Mon 10/26/20Tue 10/27/20 9 days
30 Repository Testing 2 days Mon 10/26/20Tue 10/27/20 9 days
31 Test Repository Site 1 day Mon 10/26/20Mon 10/26/2028 9 days
Page 1
ID Task
Mode
Task Name Duration Start Finish Predecessors Total Slack
32 Revise/ approve Repository Site 1 day Tue 10/27/20Tue 10/27/2031 9 days
33 Final Version Release 53 days Mon 8/31/20Wed 11/11/20 2 days
34 Create Alumni Communication Plan 3 days Mon 8/31/20Wed 9/2/20 9 44 days
35 Create Student Communication Plan 3 days Mon 8/31/20Wed 9/2/20 9 45 days
36 Communicate to alumni 5 days Thu 9/3/20 Wed 9/9/20 34 44 days
37 Communicate to students 5 days Thu 9/3/20 Wed 9/9/20 35 45 days
38 Provide access to alumni 3 days Mon 11/9/20Wed 11/11/2040,36 2 days
39 Provide access to students 2 days Mon 11/9/20Tue 11/10/2040,37 3 days
40 Release Final Version of the Website 1 day Fri 11/6/20 Fri 11/6/20 32,41,47 2 days
41 Create operational/ support plan 5 days.
Id like for us to use our sociological imagination. C. Wright M.docxflorriezhamphrey3065
I'd like for us to use our sociological imagination. C. Wright Mills (a famous sociologist) described the sociological imagination as: "the vivid awareness of the relationship between personal experience and the wider society". Choose one social problem (such as: abortion, bullying, alcoholism, date rape, capital punishment/death penalty, racism, poverty, eating disorders, etc.) and describe, in your ideal society, how you would combat your selected issue to solve it. Describe the experience of those affected by the social problem and how their experience would be shifted through the changes made in your ideal society. (200 words) (15 points)
2. Go into more depth within your chosen social problem. Examine your selected social problem and theorize why your social problem exists in the first place. Which sociological theory do you identify most with as you describe your social problem (see page 15 of your text/figure 1.7 & table 1.2). Why? (100-150 words)
.
IAHTopic Whose work goes into space science How do different .docxflorriezhamphrey3065
IAH
Topic: Whose work goes into space science? How do different kinds of work contribute? Who besides astronauts and scientists do work that makes a difference?
文体:Annotated Bibliography
页数: two pages ( two resource)(single)1000 words要求: · MLA, APA, or Chicago style bibliographic entry
· A summary of the article; someone who hasn’t read it should be able to understand what the article is saying overall
o Include the main claims and types of evidence used to support the argument (if an argument is made)
· A summary of the most relevant details
· A brief explanation of what your group could use this source for – it should be clear why this is a relevant source
· An analysis of the audience and purpose
o Scholarly or popular published media or other?
o Publication – where was it published? Who is the audience of this journal/website/etc.?
o What is the main purpose? How is the author trying to intervene in a larger conversation?
o Audience knowledge/values/interest
· An analysis of the credibility of the source
o Who wrote it? Where was it published?
o What in the article itself suggests credibility or not?
· An analysis of what shapes the knowledge work (at least one of the following, but not all):
o Fairness or bias
o Discipline or field of specialization of the author/publication
Cultural or historical contexts/other communities the author/audience are part of
All analysis should show precise, clear reasoning – think about how to make your language explain the reasons for your conclusions in a precise way.
due:02/03/2019
Example:
Martin, Emily. "The Egg and the Sperm: How Science has Constructed a Romance
Based on Stereotypical Male-Female Roles."
Signs
16.3 (1991): 485-501.
ProQuest.
Web. 14 Jan. 2019.
This article analyzes how stereotypical gender roles have affected scientific writing about human reproduction. Using numerous examples from science textbooks and other scientific communications, Martin demonstrates how the role of the egg is portrayed as passive or negative, while the role of the sperm is portrayed as active, assertive, and heroic. Martin begins by explaining how the reproductive biology associated with (cis) women is viewed in scientific literature as wasteful and negative, which places her analysis in the context of a broader pattern of how reproductive systems are portrayed in anti-woman ways. Martin notes that these portrayals persist even when they are not scientifically well-supported, which suggests that these gender stereotypes are detrimental to scientific understanding. For example, Martin notes that while the egg is often portrayed as waiting passively without taking action, this portrayal is counter to the usual scientific convention of calling the protein member of a pair of binding molecules “the receptor” (496). Moreover, recent research has shown that “sperm and egg are mutually active partners” (Schatten and Schatten, qtd.
I211 – Information Infrastructure II
Lecture 20
Today
CGI
Forms
HTML Forms and CGI
We can get input from users online by using HTML forms! (These have the same sorts of elements as Tkinter)
Text boxes
<input type="text" name="name">
Radio buttons
<input type="radio" name="y_or_n" value="yes" checked > Yes
Text areas
<textarea name="comments" rows="3">None</textarea>
Buttons
<button name="name"></button>
Check boxes
<input type="checkbox" name="size" value="Large"> Large
HTML Forms and CGI
HTML form elements must be enclosed in <form> tags.
The <form> tag has an action attribute that specifies what URL to send the data to:
<form action="name.cgi" method="post">
Form Submit
<!doctype html>
<html>
<head><meta charset ="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>First Interactive Form</title></head>
<body>
<form action="name.cgi" method="post">
Please enter your name:
<input type="text" name="username"><br>
<button type="submit">Submit</button>
</form>
</body>
</html>
HTML Form Elements:
You don’t need to
chmod .html files!
A submit button creates a button that will submit the form when clicked!
HTML Forms and CGI
import cgi
form = cgi.FieldStorage()
form now has a dictionary-like object where the form element’s name attribute is the key, and the form element’s data (user-typed or value attribute) is the value
CGI Handler with .getfirst()
#! /usr/bin/env python3
print('Content-type: text/html\n')
import cgi
form = cgi.FieldStorage() #parses form data
html = """<!doctype html>
<html>
<head><meta charset="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>Form in CGI</title></head>
<body>
<p>{content}</p>
</body>
</html>"""
user = form.getfirst('username','Who are you?')
print(html.format(content = 'Hello,' + user))
The first argument is the name of the form element
we want, and the second argument is what to return if it isn’t found.
This is exactly like the
.get() method for dictionaries!
Simple Form (Individual)
<!doctype html>
<html>
<head><meta charset ="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>First Interactive Form</title></head>
<body>
<form action="name.cgi" method="post">
<p>Please enter your name:
<input type="text" name="username"></p>
<button type="submit">Submit</button>
</form>
</body>
</html>
Save this as name.html and upload
Form CGI Handler (Individual)
#! /usr/bin/env python3
print('Content-type: text/html\n')
import cgi
form = cgi.FieldStorage() #parses form data
html = """<!doctype html>
<html>
<head><meta charset="utf-8">
<link rel="stylesheet" href="https://cgi.sice.indiana.edu/~dpierz/i211.css">
<title>Form in CGI</title></head>
<body>
<h1>Greetings!</h1>
<p>{content}</p>
</body>
</html>"""
user = form.getfirst('username','Who are you?')
print(html.format(content = 'Hello,' + user))
Save this as name.cgi, and don’t forget to.
I.Mulcahy’s qualifications1. As a Xerox board member, do yo.docxflorriezhamphrey3065
I.
Mulcahy’s qualifications:
1. As a Xerox board member, do you support the selection of Mulcahy to turn
Xerox around? What are her strengths and weaknesses vis-a-vis this role?
2. How did Xerox get to the point of bankruptcy? Was it a case of management
ineptitude or simply shifting industry trends?
II.
Mulcahy’s disposition:
3. Is Mulcahy so concerned about her employees’ job security that she cannot take
painful yet necessary actions?
4. Did the stress of Mulcahy’s role take an abject toll on her reasoning faculties?
III.
Twin problems of bank debt & SEC investigation:
5. How can Mulcahy get these on-going problems resolved? Can her personal involvement
make a difference?
6. Is there a linkage between the two issues? Can one be solved without the other?
.
I. Many of you may believe that you have never worked in project ma.docxflorriezhamphrey3065
I. Many of you may believe that you have never worked in project management, but in reality, most of you have already at some point in your life. Think back to a time when you organized a key event (e.g., birthday parties, weddings, yard projects, house renovations, family vacations, projects at work) that meets the definition of a project.
Describe the event you planned.
Summarize the things that went well and / or things that went wrong.
Be sure to reference some of the key skills covered from the chapter.
____________________________________________________________
II. You are working with your Project Sponsor to decide on the optimal project management structure for an upcoming complex project that will involve over 100 members, similar to this project:
https://www.washingtonpost.com/news/digger/wp/2016/10/18/marriott-to-move-headquarters-to-downtown-bethesda/?utm_term=.721d2114db06
.
The Sponsor believes that a dedicated project team structure will not work. He has the same concerns about this structure that the author has noted. You are confident that this structure or a matrix structure will work for the project.
Describe how you will reassure him that either structure will be successful.
.
i1) The culture you have selected and some general information a.docxflorriezhamphrey3065
i
1) The culture you have selected and some general information about that culture (traditions, beliefs, practices, etc.). Note: This is general info and you are not discussing yourself and your practices here.
2) How you and those close to you within your culture (friends, family, etc.) practice the traditions & beliefs, what the values mean to you, etc. Note: This is when you can discuss in more detail how you practice the culture you have selected.
3) Discussion of the food item that you brought in and how it represents your culture. What meaning does that food have for your culture? For example, in the Chinese culture, dumplings represent luck (a student’s words, not mine). Note: You may also discuss your own practices (example: your family makes this food on holidays).
.
I. Use Venn diagrams to test the validity of the following arguments.docxflorriezhamphrey3065
I. Use Venn diagrams to test the validity of the following arguments.
1. No sharks are pets, since no barracuda are pets, and no sharks are barracuda.
2. No farmers are city dwellers. Hence, since all city dwellers are urbanites, no urbanites
are farmers.
3. All curmudgeons are pessimists. All pessimists are cynics. So, some cynics are
curmudgeons.
4. Some bankers are vegetarians. No anarchists are bankers. So, some anarchists are not
vegetarians.
5. No beach bums are workaholics. Some beach bums are rollerbladers. So, some
rollerbladers are not workaholics.
6. All violinists are musicians. Therefore, since some bookworms are violinists, some
bookworms are musicians.
7. No poker players are early risers. Some firefighters are early risers. So, some
firefighters are not poker players.
8. Some dot-com millionaires are philanthropists. All philanthropists are altruists. Hence,
some altruists are dot-com millionaires.
9. Some telemarketers are Methodists. Some Methodists are Democrats. So, some
Democrats are telemarketers.
10. No Fords are Pontiacs. All Escorts are Fords. So, some Escorts are not Pontiacs.
11. No mockingbirds are cardinals. Some cardinals are songbirds. So, some songbirds are
not mockingbirds.
12. Page 249All ecologists are environmentalists. Hence, because all ecologists are
wilderness lovers, all wilderness lovers are environmentalists.
13. No landlubbers are sailors. Some sailors are not pirates. So, some pirates are not
landlubbers.
14. All cats are carnivores. All tigers are cats. So, all tigers are carnivores.
15. All sound arguments are valid arguments. Therefore, because some sound arguments
are mathematical arguments, some mathematical arguments are not valid arguments.
16. No fish are reptiles. All trout are fish. So, some trout are not reptiles.
17. Some dreamers are not romantics, because some idealists are not romantics, and all
idealists are dreamers.
18. Some stockbrokers are couch potatoes. Hence, because all stockbrokers are e-traders,
some e-traders are couch potatoes.
19. Some butchers are not bakers. No butchers are candlestick makers. Therefore, some
candlestick makers are not bakers.
20. All meteorologists are forecasters. Hence, because some forecasters are psychics,
some psychics are meteorologists.
II. Translate the following into standard categorical form. Then use Venn diagrams to test the
arguments for validity.
1. No one who is a Nobel Prize winner is a rock star. A number of astrophysicists are
Nobel Prize winners. Therefore, a number of astrophysicists are not rock stars.
2. Many philosophers are determinists. Anyone who is a fatalist is a determinist. So,
many fatalists are philosophers.
3. If anything is a maple, then it's a tree. Hence, because nothing that is a bush is a tree,
nothing that is a bush is a maple.
4. Everybody who is a liberal is a big spender. Therefore, because Senator Crumley i.
I.Context and Situation AnalysisLiberia is a country div.docxflorriezhamphrey3065
I.
Context and Situation Analysis
Liberia is a country divided in to fifteen subdivision regions with little over 4.6millin population, where the literacy rate is 42.94% and poverty rate is high, many of the women are mothers of many children and the girl become bread winner through prostitution.
The COVID-19 pandemic is a serious threat to our society because of the above mention circumstances , the ability to prevent widespread of the virus required high volume of awareness in every corner of our country moreover the states home state of emergency strategy being imposed by government is one measure that we are working with to have control of the spread, but on the other hands it become difficult situation for many lower incomes to survive most especially the women and girl who survive on prostitution which could be a easy risk for the widespread of the virus including people who survive on daily hustle.
The context should provide an analysis of the broad political context – nature of conflict / emergency/ humanitarian situation as well as how it relates to the current COVID19 crisis. It should also contain an analysis of the situation of local civil society organizations working on women’s engagement in peace and security and humanitarian processes as well as that of women and girls in your particular context
II.
Rationale for WPHF’s support
This project with help IDAD enforce women organization initiative to educate illiterate women and girls to understand the dangers involve in the widespread of COVID-19 and provides feeling to ensure that the state home emergency by the government is fully implemented without violating the right of the citizen to survive.
This section will provide an overview your organization’s plans and expected result. It will explain the added value of this institutional support and how it would complement other initiatives.
It will also contain the problem statement – challenges facing your civil society organization throughout the COVID19 and how the Project intends so solve it (underlining added value of your organization and why it is important to strengthen its operations and capacities). It will underline, for example, how the COVID19 crisis undermines your availability to raise funding and implement your projects, hence necessitating institutional support throughout the crisis.
III.
Results and Resources Framework
This section describes the results to be achieved by the Project and the means of implementation (narrative).
The results will also be formulated in a results framework (using the same format in Annex A).
New indicators must be SMART and contribute to higher level of WPHF’s Theory of Change. Key activities that are necessary to produce each output are also defined. Activities do not have indicators. In the “Means of Verification/Sources of Information” column, identify the methods and sources of information that will be used to measure performance against the indicators.
A Resour.
I. Defining Facta. Value free” packets of information; Ex 5’10.docxflorriezhamphrey3065
I. Defining Fact
a. “Value free” packets of information; Ex: 5’10”, weighs 119 lbs., “eats chicken on Sunday at 5:00 p.m.,” “contains the chemical compound acetone,” “operates on unleaded gasoline,” etc.
OR
b. Academically Verifiable (i.e., coming from a fixed medium or source, such as a book, journal article, recorded interview).
\ver·i·fy [ver-uh-fahy]
verb (used with object), ver·i·fied, ver·i·fy·ing.
1.to prove the truth of, as by evidence or testimony; confirm; substantiate: Events verified his prediction.
2.to ascertain the truth or correctness of, as by examination, research, or comparison: to verify a spelling.
3.to act as ultimate proof or evidence of; serve to confirm.
4.Law.
a. to prove or confirm (an allegation).
b. to state to be true, especially in legal use, formally or upon oath
c. Subjective Words, on the other hand, are those that mean different things to each person; Ex: respect, honor, worth, short, low, cold, hungry, dark, tired, fast, etc. (More about these when we study the next learning unit on opinion).
i. Subjective words can be made into FACTS, if and only if you can attribute them to someone else, in a cited source. By doing so, you’re not verifying (or proving) the word itself; instead, you’re verifying that the word was used by a particular individual, thereby making the overall statement FACTUAL because you have confirmed that the opinionated (subjective) word is documented as an individual’s statement/belief.
ii. The tool is attribution.
iii. Example: Let’s take the statement:
His mother is relatively short.
Let’s run the sentence through our tests above…
(1) Is the sentence “value free?” NO, because the word short means something different to you than it does to me.
(2) Is the statement “academically” verifiable? NO, you’re not going to find any source of print or recorded data that indicates that she is “short.”
(3) Lastly, can I make the sentence factual, by putting it in quotes, and attributing it to the original speaker? YES!!! If I write in my essay, “His mother is relatively short (According to S. Ramdial, personal communication, July 20, 2011).” Now, I have “verified” that the statement was made, thereby turning a subjective word/phrase, into FACT.
He is 5’10”
Vs.
He is of average height.
Students on the SJSU campus are said to “come from diverse backgrounds” (SJSU Marketing Brochure, 2014).
According to a declassified CIA document, “Santa Claus is the supreme leader of the North Pole” (CIA…..).
DERMATOLOGY CASE STUDY
Chief complaint: “ My right great toe has been hurting for about 2 months and now it’s itchy, swollen and yellow. I can’t wear closed shoes and I was fine until I started going to the gym”.
HPI: E.D a 38 -year-old Caucasian female presents to the clinic with complaint of pain, itching, inflammation, and “yellow” right great toe. She noticed that the toe was moderately itching after she took a shower at the gym. She did not pay much attention. About two weeks after the.
I only need 100 words minimum response for the following several pa.docxflorriezhamphrey3065
I only need 100 words minimum response for the following several paragraphs
"If I had to explain what sex, love, and romance is to someone from another world, well...I suppose I would explain sex first.
I was raised with both incredibly religious and sensual views about sex, as well with very liberated and casual views about it. Sex, in essence, is just an act done between two or more consenting adults, done with the intent of experiencing pleasure, and is not dependent on whether or not orgasm was achieved. Sex can be something very intimate and emotionally profound, done monogamously between only two people after marriage, it can be something completely casual, sort of like just a simple release of tension between two strangers who don’t have any emotional connection or tether to each other, and sex can also be anything else amongst the spectrum between those two extremes. Sex can mean absolutely nothing or absolutely everything, it’s up to those involved to decide. Additionally, sex is defined differently for every person. And sex doesn’t need to involve a penis, or penile-vaginal penetration — it doesn’t even need to involve skin-to-skin genital contact to be classified as sex.
Romance is honestly a very culturally driven phenomenon. Something seen as romantic amongst various cultures is having an intimate candlelit dinner, maybe watching a sunset with a beloved, or doing something above-and-beyond for another, like an act of service or gift-giving. Romance is sort of the whole process of practicing and introducing romantic things into an already existing relationship or a new one; romance is definitely not for platonic relationships.
Love, well, is the hardest to explain. Love is a very strong feeling. It has to be felt within one person, but it can be felt between two or more. Love can be familial, platonic, or romantic. You can love your parents, your dog, your favorite scarf, a plant, a significant other, a song, etc. The different types of love have very specific and different meanings and connotations and patterns, but one thing that stays constant across the board: love happens when you really care about something/someone, and do things to benefit the recipient, even if it inconveniences you. This doesn’t always translate into something positive for those involved. There’s a thing such as tough love, and there’s countless people out there who are in love, don’t know how to handle their feelings, and hurt the ones they love. There is also a concept of self-love, which is the radical acceptance of oneself, flaws and all. Love is strange, as the song goes. If the road to hell is paved with good intentions, perhaps the road to love is as well. After all, experiencing love can feel like heaven and hell at times. Love is universal, and I believe, something we can’t live without. We all have to love something, if not someone."
.
I. PurposeThe purpose of this experiential learning activity.docxflorriezhamphrey3065
I. Purpose
The purpose of this experiential learning activity is to apply nursing leadership knowledge and skills to plan for organizational change with system-wide impact. (CO 2, 3, 5)
III. Requirements
Description of the Assignment
This assignment provides the opportunity for the student to:
Create an evidence-based plan for system-wide change guided by a selected organizational change model
Engage in high-level decision-making processes common in the nurse executive role
Use reflective practice knowledge and skills in making high level decision making and change management
IV. Preparing the Assignment
Address all components of the Advanced Communication in Systems Leadership paper as outlined under "Assignment Directions and Criteria".
The paper is graded on quality and completeness of information, depth of thought, organization following outline provided, substantive narrative, use of citations, use of Standard English, and writing conventions.
Format:
American Psychological Association. (2010).
Publication manual of the American Psychological Association
(current ed.). Washington, DC: Author. Is the source used for this paper
Required elements
Title page, reference page
Use Microsoft Word
Page numbers, running head, doubles-spaced, times new roman, 12pt font, 1" margins, level 1 headings
Paper length: 7 maximum, excluding reference page and title page
Scholarly sources
Minimum of four (4) scholarly resources no older than 5 years (See:
What is a Scholarly Source
under APA resources)
Proof-reading
Use spell check and grammar check and correct all errors
Compare final draft to detailed outline directions to ensure all required elements included
Submitting the paper
DIRECTIONS AND ASSIGNMENT CRITERIA
You will use the following headings for your paper:
Approach to the organizational mandate
Purpose of the paper
Overview of the tasks, potential challenges, and implications of a reduction in workforce
Part II: Reduction in Workforce-Deciding
Using Human Resources (HR) metrics Table 1
Approach, choices, rationale
Challenges presented (including role of ethics)
Using HR metrics with Relative Information Table 2
Approach, choices, rational
Challenges presented
Conflicts raised
Negotiation used
Part III: Reduction in Workforce-Planning the Change
Overview of reorganization plan including timeline
Plan for change and application of Kotter's or Rogers' change model
Anticipated conflict (three areas) and the benefits of using a change model
Healthy work environment
Describe department and system-wide implications, impact, and conflict
Strategies for addressing morale and motivation of remaining workforce
Summary/Conclusions
Restatement of purpose
Overview of tasks
What was learned
.
I would sooner believe that two Yankee professors lied, than th.docxflorriezhamphrey3065
“I would sooner believe that two Yankee professors lied, than that stones fell from the sky” –Thomas Jefferson 1807 On hearing an eyewitness report of falling meteorites.“I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won’t last out the year.” –Editor in Charge 1957 Business books for Prentice Hall
Prepare a 20 slide PowerPoint presentation with speaker’s notes for senior leadership that outlines a strategic plan to senior leadership regarding the potential impact of future technology on organizational development in a global environment. You will have time for a maximum of 20 slides with footnote. presentation should report new and emerging technologies in TWO of the critical areas listed above.
Describe the technologies and their proposed applications. Consider the implications of these developments for leadership policy and planning. Please be sure to explain how these technologies will enhance corporate operations on a multi-national scale. What must leadership do now to prepare for the technological innovations you describe? Offer concrete recommendations for action.Begin by reviewing the following critical impact areas:
Health and Science
Telecommunications
Defense and Security
The Environment
Household and Living
Education
Transportation and Travel
Leisure and Entertainment
The Church
Ministry Organizations
.
I wrote my paper and my feed back was- This is supposed to be a prof.docxflorriezhamphrey3065
I wrote my paper and my feed back was- This is supposed to be a professional writing paper, however there were a lot of errors and run on sentences. Please reread it, make the changes (grammar, spelling, capitalization). It needs to be more professional. Since this suppose to be a professional paper that I am writing for this course to get college credit for this class.
Course Learning Outcome Statement The Course Learning Outcomes section of the portfolio describes how the student has met the learning outcomes for the course(s) that are being pursued through the Prior Learning Assessment Portfolio.
Students are required to write a statement for the learning outcomes that have been identified for the course(s) the student is requesting credit for. The faculty advisor will review the statement. The statement should be well written and supported by sufficient evidence of the student’s learning. It should convey motivation, competence, and the ability to communicate. The focus of the statement is not autobiographical, it should focus on analyzing the student’s learning in the context of the experience. This will be used when determining the number of credits and courses a student receives for learning. The statement should be clear, concise, and descriptive. There is no set length for the narrative, but generally it is three to five pages long, depending on the number of credits/courses being pursued. Students should complete as many pages as necessary to describe their learning and discuss how the learning is connected with the course and degree requirements.
Course Learning Outcome Statement Outline
1. A short introduction identifying the course the student has selected for PLA and describing the learning that the narrative will substantiate.
2. The student should write approximately one paragraph for each course outcome. Each paragraph should describe the following: What you know How you gained the knowledge/how did you learn and how this learning/knowledge relates to the course’s learning outcomes How this learning applied in other contexts (provide clear examples) How this learning relates to college-level learning
3. A short conclusion summarizing your learning and relating it to the course learning.
**** Here is my paper down below **** Please make edits and corrections with grammar, capitalization and spelling and run-on sentences.
EN206: Professional Writing and Presentation
When it comes to professional writing and presentation it’s all about the tone, audience and professional language that are a few of my strong points. The clinical providers and leadership team is my main audience and individuals that I work closely with. The importance of professional writing and presentation is where I learned more as a Senior Administration Assistant II. I crafted the art of writing in the business admin world in sending out emails and business letters to communicate information quickly and organized. Here are some to.
I would like to discuss my experience developing and implementing .docxflorriezhamphrey3065
I would like to discuss my experience developing and implementing a SaaS based CRM application(pega) in my current organization. While business is planning to spin a new CRM application, they had some list of vendors and per the requirements they chose to go with Pega. The next question they had is whether to host the application on premise or cloud. For this, they had multiple discussions with CIO and IT staff evaluating the pros and cons of application hosting on cloud.
In requirements gathering phase Business Owners are involved with application analysts, Application architects to captured requirements. Application architect will determine if a requirement can be met from the application. Requirements are then converted into use cases and Requirement documents. Requirements include both Functional and Non-functional. Requirements play a crucial role as they guide developers on what to code. It will be a huge burden for an organization if requirements change constantly. Hence, Business and IT should spend most of their times to gather requirements.
Apart from Business owners and systems analysts, developers should be involved in development phase. Once the application is developed Quality assurance teams are used to see if the Application is functionally stable i.e. they make sure that all the Requirements gathered are covered by test case. For non-functional requirements security tests, Load test and performance tests are conducted. A Release Manager is also needed for accepting the application into production Environment. Proper requirements will come in handy for success of a project. Also, documentation like Requirements traceability matrix will ensure that each requirement is mapped to tasks and Test scripts.
Reference
· David Bourgeois(2019). Information System for Business and Beyond. Information systems, their use in business, and the larger impact they are having on our world
Focused Written Corrective Feedback:
What a Replication Study Reveals
About Linguistic Target Mastery
Monika Ekiert, LaGuardia CC, City University of New York
Kristen di Gennaro, Pace University
The Debate
Truscott (1996). The case against grammar correction in
L2 writing classes.
Argued that corrective feedback regarding students’ grammar on writing
assignments was not only ineffective but potentially harmful.
Ferris (1999). The case for grammar correction in L2
writing classes: A response to Truscott.
Strongly objected to Truscott’s claims, stating that such claims are more
harmful to students than error correction.
The Debate
Truscott (1996). The case against grammar correction in
L2 writing classes.
Argued that corrective feedback regarding students’ grammar on writing
assignments was not only ineffective but potentially harmful.
Ferris (1999). The case for grammar correction in L2
writing classes: A response to Truscott.
Strongly objected to Truscott’s claims, stating that such c.
I would do it myself, but I have been taking care of my sick child. .docxflorriezhamphrey3065
I would do it myself, but I have been taking care of my sick child. please help whiling to pay...
Assignment 1: Personal Narrative
Due Week
In 400-500 words, please share a time in your professional life where you observed an unethical situation. What were your thoughts and opinions on this ethical issue?
This assignment is a personal narrative and does not require any outside sources.
.
I would have to identify the character Desiree. I chose Desiree for.docxflorriezhamphrey3065
I would have to identify the character Desiree. I chose Desiree for the reason being is she was told by Armand "the baby is not white therefore you are not white" (pg. 445).
Before all the excitement of the White/Black debate between Desiree and Armand, Armand was the happiest person in the world for a few week. Desiree could sense
tension in the air, but could not exactly pin point where it was coming from (pg.444 para. 5). The great confrontation between Armand and Desiree, left Desiree to seek
guidance from and outside source (her mother Madame Valmonde). Desiree wrote a letter asking her mother, her mothers response was "Come home to Valmonde; back
to your mother who loves, come with your child" (pg 445). After Desiree and the child's departure, Armand was burning the bed, cloths and all other belongings to include
letters Desiree wrote to him. He finds a letter written from his mother to his father saying, " night and day, I thank God for having so arranged our lives that our dead
Armand will never know that his mother, who adores him, belongs to the race that is cursed with the brand of slavery" (pg 446, last paragraph).
The nonfiction character would have to be the gentleman who the story is written about in "A Modest Proposal". The gentleman has hid the fact he was gay since he was
young. The fact that his mother called him "queer" ( Article A modest proposal). His father would call him "sissy" (Article: A modest proposal). The fact that he fantasized
about being straight. I was not until he was about Twenty that he finally came out to his best friend, she accepted him for him. After the long suspense of waiting for the
supreme court, it was announced, "Supreme Court Ruling Makes Same-Sex Marriage A Right Nationwide" (Article: A Modest Proposal). Him and his partner went on to live
together without ever getting married. They didn't need a piece of paper nor a church's blessing to stay together forever.
.
I would appreciate your help on this!Prepare a version of Final .docxflorriezhamphrey3065
I would appreciate your help on this!
Prepare a version of Final Paper by including the following:
Introduction paragraph and thesis statement. See thesis and bibliography attached.
Background information of the global societal issue unemployment and economic opportunity.
Brief argument supporting at least two solutions to the global societal issue.
Conclusion paragraph.
Must document any information used from at least five scholarly sources in APA style
.
I will give you an example of the outline paper from my teacherI.docxflorriezhamphrey3065
I will give you an example of the outline paper from my teacher
I must have TWO own document example pages mean Two reference pages to support for the outline paper and must have 2 sources from two that reference on the outline paper
IMPORTANT: the due date on 4/24 at 10 pm mean just have ONE day to do it.
Total: 1 document outline paper must have 2 sources
Own TWO documents of reference papes to support to do the outline paper.
.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
1. Strategic Management Cases
Domino’s Pizza, Inc., 2013
www.dominos.com , DPZ
Based in Ann Arbor, Michigan, Domino’s is the largest pizza
delivery company in the USA having a 22.5 percent share of the
pizza delivery market. Domino’s digital ordering channels
include online ordering at www.dominos.com, mobile ordering
at http://mobile.dominos.com, and ordering on iPhone, Kindle
Fire, and Android apps. More than $2 billion of Domino’s pizza
is ordered online annually. There are more than 10,300
Domino’s stores in over 70 countries. Domino’s had sales of
over $7.4 billion in 2012, with $3.6 billion of that coming from
the USA.
Copyright by Fred David Books LLC. (Written by Forest R.
David)
History
Growing up in foster homes most of their childhood, Tom
Monaghan and his brother James borrowed $900 in 1960 to
purchase a mom-and-pop pizza store in Ypsilanti, Michigan,
named Domi-Nick’s. After trading his brother James a
Volkswagen Beetle for his half of the business in 1961, Tom
changed the store name in 1965 from Domi-Nick’s to Domino’s
Pizza Inc. The company experienced steady growth during the
1960s, and by 1978, there were 200 Domino’s stores in the
USA. During the 1980s, the company expanded rapidly both in
the USA and internationally. By the end of the decade,
Domino’s had more than 5,000 stores in the USA, Canada,
United Kingdom, Japan, Australia, and Colombia. By 1998,
there were more than 6,000 Dominos, with 1,500 located outside
the USA. Tom Monaghan retired in 1998 and sold 93 percent of
the company (worth $1 billion) to Bain Capital Inc. In the six
years following the sale, Domino’s enjoyed great success under
Bain Capital and in 2004 Domino’s became a publically traded
company on the New York Stock Exchange under the ticker
2. symbol DPZ. The initial stock price was $16 per share and
placed a value on the company at more than $2 billion (double
the price Bain paid).
Domino’s changed its 49-year-old recipe at year end 2009 and
started a heavily advertised marketing campaign called “new
inspired pizza.” Domino’s stock price appreciated from around
$8 a share at the start of 2010 to $60 in mid-2003. Fueled by the
new recipe and new products, Domino’s celebrated its 50th
anniversary in 2010 and was awarded best pizza chain in 2010
and 2011 by Pizza Today magazine, marking the first time ever
that the same pizza chain had received the award in consecutive
years. Domino’s CEO Patrick Doyle was named the best CEO of
2011 by CNBC. Domino’s was recently ranked number 1 in
Forbes magazine’s “Top 20 Franchises for the Money” list.
About 96 percent of Domino’s stores are owned by franchisees.
There are very few company-owned Domino’s stores.
Corporate Philosophy and Mission Statement
Domino’s does not have a stated vision statement, but the
company mission statement is as follows: “Exceptional
franchisees and team members on a mission to be the best pizza
delivery company in the world.” Domino’s “guiding principles”
are based on the concept of one united brand, system and team:
· • putting people first;
· • striving to make every customer a loyal customer;
· • delivering with smart hustle and positive energy; and
· • winning by improving results every day. (2012 Annual
Report)
Organizational Structure
As indicated in Exhibit 1, Domino’s has 11 top executives,
mostly executive vice-presidents (EVPs). It appears that
Domino’s operates from a functional organizational structure
with Doyle being “where the buck stops,” although for a firm of
this size, a divisional or strategic business unit type structure by
region (or by franchised versus company owned) may be more
effective in promoting delegation of authority, responsibility,
and accountability.
3. EXHIBIT 1 Domino’s Organizational Chart
Business Segments
Domino’s provides financial information for four key business
segments: (1) domestic company-owned stores, (2) domestic
franchise stores, (3) domestic supply chain, and (4)
international. Note in Exhibit 2 that the largest revenue-
generating segment is the domestic supply chain with more than
50 percent of all revenue. Note also the large revenue numbers
for the relatively few company owned stores, because each
Domino’s domestic franchisee owns his or her own store(s) and
reports their revenues on their own personal financial
statements rather than Domino’s. From franchisees, Domino’s
reports only the royalties and advertising fees it receives from
franchisees as revenue. The financial data for the international
supply chain centers are included in the international division,
not under the domestic supply chain division. Also note in
Exhibit 2 the slight revenue decline in 2012 for domestic
company-owned stores.
Exhibit 3 reveals that for 2012, Domino’s international stores
had the highest growth in revenue, followed by U.S. company-
owned stores. However the sales growth among all three
segments slowed in 2012.
Exhibit 4 reveals that Domino’s growth in number of stores is
highest outside the USA, with the actual number of company-
owned stores in the USA falling to 388. About 10,000
employees work for Domino’s, but counting all workers for all
franchisees, this number is closer to 205,000.
EXHIBIT 2 Finances by Segment (in millions)
Business Segment
Revenue, 2012
Revenue, 2011
Revenue, 2010
Revenue, Increase (%)
Domestic company-owned stores
$324
4. $336
$345
(3.6)
Domestic franchise
195
187
173
4.3
Domestic supply chain
942
928
876
1.5
International
217
201
176
8.0
TOTAL
$1,678
$1,652
$1,571
1.6
Source: Company documents.
Note: Domino’s 2012 year ended 1-31-13.
EXHIBIT 3 Same Store Sales Growth (Percent)
U.S. company-owned stores
U.S. franchiseowned stores
International stores
2008
−2.2
−5.2
6.2
2009
−0.9
6. 2012
388
4,540
5,327
Source: Company documents.
Domestic Supply Chain
Domino’s domestic supply chain supplies franchisees with
dough, vegetables, ovens, uniforms, and much more, enabling
better control, pizza consistency, and timely delivery of
products. This backward integration strategy enables Domino’s
to offer pizza at lower prices and allows store managers to focus
on store operations rather than mixing dough on site, prepping
vegetables, and bargaining with independent suppliers for
ingredients. Domino’s has 16 regional doughmanufacturing and
supply chain centers and leases a fleet of more than 400 trucks
to aid in delivering products to stores twice a week. However,
Dominos’ franchisees are not required to purchase supplies from
Domino’s, but interestingly more than 99 percent do purchase
all its supplies from the company’s domestic supply chain
segment. To ensure this division remains viable, Domino’s
provides profit-sharing incentives to franchisees to buy its
products from Domino’s. In addition to the 16 domestic supply
chain centers, Domino’s also operates 6 supply chain centers
outside the USA.
Domestic Stores
The company’s domestic stores division includes a network of
4,540 stores operated by 1,026 franchisees and 388 company-
owned stores in the USA. Domino’s desires to have all of its
stores owned and operated by franchisees, but if certain stores
are underperforming, Domino’s often will purchase these stores
in hopes of turning them around and then refranchising them at
a later date. Domino’s uses company-owned stores as test sites
for new products, promotions, new potential store layout
improvements, and as test sites for prospective new franchisees.
Although the typical franchisee of Domino’s operates 4 stores,
the nine largest franchisees operate more than 50 stores,
7. including the largest domestic franchisee that operates 135
stores. Currently, Domino’s has 1,077 different domestic
franchisees with the average franchisee being in Domino’s
system for an impressive 14 years. Much of this longevity can
be attributed to Domino’s requiring prospective franchisees to
manage a store for 1 year before entering into a long-term
contract with Domino’s. Domino’s feels this system is unique to
the pizza industry and provides a competitive advantage over
rival pizza firms.
International Division
Domino’s has 5,327 franchise stores outside the USA. The
company’s international revenues as a percent of total revenues
increased to 13.0 percent in 2012, up from 11.2 percent in 2010.
Exhibit 5 provides is a breakdown of Domino’s stores in the top
10 markets, which account for more than 75 percent of all
Domino’s international stores. Note that the United Kingdom
has the most Domino’s of all countries, followed by Mexico.
Among the company’s six “international” supply chain centers,
four of these are in Canada, one is in Alaska, and one is in
Hawaii. (It is unclear why Domino’s categorizes Alaska and
Hawaii as international). As with Domestic franchisee stores,
most of the company’s revenue in the international division
comes from royalty payments and advertising, as well as the
sales of food and supplies to certain markets (predominantly
Canada, Alaska, and Hawaii). Note in Exhibit 5 the rapid
growth in Domino’s stores in India, Turkey, and Japan. The
largest Domino’s franchisee outside the USA operates 911
stores.
EXHIBIT 5 Top 10 Countries Where Domino’s Are Located
Country
Number of Stores, 2011
Number of Stores, 2012
% Change
United Kingdom
670
720
9. –
Source: Company documents.
Internal Issues
Domino’s has a vertically integrated supply chain where they
have backward control to some extent over many of its supplies
such as dough, veggies, equipment, and uniforms and forward
control over around 400 retail stores that are company owned.
Domino’s offers little to nothing in terms of healthy food
options on the menu, such as salads or fruit. Although this
approach enables Domino’s to focus exclusively on pizza, this
practice also increases the firm’s vulnerability to the
increasingly health-minded customer and possible government
mandates for fast-food restaurants to stop using certain
ingredients and preservatives, and potentially forcing all
restaurants to label all nutrition information on the menu at the
point of sale. Such a law would not be favorable to Domino’s.
Domino’s attributes much of its success to an incentive-based
system for franchisees in which it actively shares in profits
through increasing demand for new stores and through
purchasing supplies from the Domino’s supply chain. Domino’s
individual franchisee stores and company-owned stores also
enjoy a simple and effective store layout enabling pizza
delivery and carryout orders to be processed and executed
efficiently as compared to many competitors. Unlike Domino’s,
many rival pizza firms use a dine-in business model, which is
much more costly than Domino’s strategy. Competitive
advantages such as these make Domino’s an attractive
franchisee option in the quick-service restaurant (QSR) market
because overhead and investment is generally cheaper than
competing firms.
Sustainability
Sustainability refers to the extent that an organization’s
operations and actions protect, mend, and preserve rather than
harm or destroy the natural environment. Many firms today
develop an annual sustainability report, similar to an annual
report, to reveal to stakeholders its actions and commitment to
10. sustainability. However, Domino’s does not produce an annual
sustainability report nor does the company have a sustainability
statement on its website.
Advertising and Sales Force
Dominos domestic stores contributed 5.5 percent of all retail
sales to support national and local advertising campaigns.
Domino’s expects this rate to remain unchanged for the
foreseeable future. Much of those monies are devoted to mass-
mail flyers promoting specials at the local Domino’s.
Domino’s Pulse Point-of-Sale System
To maximize efficiencies and provide timely financial and
marketing data, Domino’s requires all stores to install and use
its PULSE system that now exists in all company-owned stores
and 98 percent of franchisee-owned stores. The system enables
touch-screen ordering that improves order accuracy and
efficiency and provides the driver with directions and the best
route to take for multiple deliveries, saving time and money. In
addition, the PULSE system better enables Domino’s to ensure
it receives full royalties from all transactions in what is often a
cash business, assuming the franchisees are honest and always
use the PULSE system when receiving orders.
Finance
Domino’s recent income statements and balance sheets are
provided in Exhibits 6 and 7, respectively. Note that Domino’s
revenues increased 2.6 percent in 2012 and the firm’s long-term
debt rose slightly to $1.53 billion. Note the company has zero
goodwill on its balance sheet.
EXHIBIT 6 Domino’s Pizza, Statements of Income (In
thousands, except per share amounts)
2010
2011
2012
REVENUES:
12. 86,381
Total cost of sales
1,132,305
1,181,677
1,177,101
OPERATING MARGIN
438,589
470,516
501,338
GENERAL AND ADMINISTRATIVE
210,887
211,371
219,007
INCOME FROM OPERATIONS
227,702
259,145
282,331
INTEREST INCOME
244
296
304
INTEREST EXPENSE
(96,810)
(91,635)
(101,448)
OTHER
7,809
–
–
INCOME BEFORE PROVISION FOR INCOME TAXES
138,945
167,806
181,187
PROVISION FOR INCOME TAXES
51,028
62,445
13. 68,795
NET INCOME
$ 87,917
$ 105,361
$ 112,392
EARNINGS PER SHARE:
Common Stock—basic
$ 1.50
$ 1.79
$ 1.99
Common Stock—diluted
$ 1.45
$ 1.71
$ 1.91
Source: 2012 Form 10K, p. 50.
EXHIBIT 7 Domino’s Pizza, Balance Sheets (In thousands
except share and per share amounts)
2011
2012
ASSETS
CURRENT ASSETS:
Cash and cash equivalents
$ 50,292
$ 54,813
Restricted cash and cash equivalents
92,612
60,015
Accounts receivable, net of reserves of $5,446 in 2011 and
14. $5,906 in 2012
87,200
94,103
Inventories
30,702
31,061
Notes receivable, net of reserves of $324 in 2011 and $630 in
2012
945
1,858
Prepaid expenses and other
12,232
11,210
Advertising fund assets, restricted
36,281
37,917
Deferred income taxes
16,579
15,290
Total current assets
326,843
306,267
PROPERTY, PLANT AND EQUIPMENT:
Land and buildings
23,714
24,460
Leasehold and other improvements
79,518
80,279
Equipment
171,726
168,452
Construction in Process
6,052
15. 9,967
281,010
283,158
Accumulated depreciation and amortization
(188,610)
(191,713)
Property, plant and equipment, net
92,400
91,445
OTHER ASSETS:
Investments in marketable securities, restricted
1,538
2,097
Notes receivable, less current portion, net of reserves of
$1,735 in 2011 and $814 in 2012
5,070
3,028
Deferred financing costs, net of accumulated amortization of
$25,590 in 2011 and $5,201 in 2012
16,051
34,787
Goodwill
16,649
16,598
Capitalized software, net of accumulated amortization of
$51,274 in 2011 and $48,381 in 2012
8,176
11,387
Other assets, net of accumulated amortization of $4,070 in
2011 and $4,404 in 2012
8,958
8,635
Deferred income taxes
16. 4,858
3,953
Total other assets
61,300
80,485
Total assets
$ 480,543
$ 478,197
LIABILITIES AND STOCKHOLDERS’ DEFICIT CURRENT
LIABILITIES:
2011
2012
Current portion of long-term debt
$ 904
$ 24,349
Accounts payable
69,714
77,414
Accrued compensation
21,691
21,843
Accrued interest
15,775
15,035
Insurance reserves
13,023
12,964
Legal reserves
10,069
5,025
Advertising fund liabilities
36,281
37,917
Other accrued liabilities
29,718
34,951
17. Total current liabilities
$ 197,175
$ 229,498
LONG-TERM LIABILITIES:
Long-term debt, less current portion
$ 1,450,369
$ 1,536,443
Insurance Reserves
21,334
24,195
Deferred income taxes
5,021
7,001
Other accrued liabilities
16,383
16,583
Total long-term liabilities
1,493,107
1,584,222
Total liabilities
1,690,282
1,813,720
COMMITMENTS AND CONTINGENCIES STOCKHOLDERS’
DEFICIT:
Common stock, par value $0.01 per share; 170,000,000 shares
authorized; 57,741,208 in 2011 and 56,313,249 in 2012 issued
and outstanding
577
563
Preferred stock, par value $0.01 per share; 5,000,000 shares
authorized, none issued
−
−
Additional paid-in capital
−
1,664
18. Retained deficit
(1,207,915)
(1,335,364)
Accumulated other comprehensive loss
(2,401)
(2,386)
Total stockholders’ deficit
(1,209,739)
(1,335,523)
Total liabilities and stockholders’ deficit
$ 480,543
$ 478,197
Source: 2012 Form 10K, pp 48-49.
Competitors
Competition in both the USA and international pizza-delivery
and carry-out business is extremely intense, with Pizza Hut
(owned by Yum Brands) being the largest competitor in the
industry. Pizza Hut’s revenues are more than 60 percent greater
than Domino’s. Papa John’s and Little Caesars are also fierce
rivals in the industry. In fact, Little Caesars was listed as the
fastest-growing pizza chain in 2010, with revenues up 13.6
percent over 2009, followed by Pizza Hut’s 8 percent increase
and Domino’s 7.2 percent increase. In addition to the three main
rivals, Domino’s faces intense competition from many local
mom-and-pop pizza stores, frozen pizzas from the grocery store,
as well as hundreds of non-pizza fast-food options. Pizza Hut,
Domino’s, and Papa John’s account for 51 percent of all
consumer spending on pizza delivery stores in the USA, with
the other 49 percent coming from regional or mom-and-pop
establishments.
Internationally, Pizza Hut and Domino’s are the main players in
the industry, but various countries have numerous national
companies and thousands of mom-and-pop pizza and Italian
restaurants vie for business as well. As with the domestic
market, some customers consider local pizza stores to offer
better quality products than large chains and are willing to pay
19. marginally higher prices for this perceived quality.
Another competitor is Pizza Inn Holdings, Inc., based in The
Colony, Texas. Pizza Inn owns 10 stores and franchises out 300
more stores.
Pizza Hut
A division of Yum Brands, Pizza Hut is based in Plano, Texas,
and operates more than 7,200 restaurants in the USA and more
than 5,600 restaurants internationally in more than 90 countries.
In contrast to Domino’s, almost all Pizza Huts are dine-in
restaurants. Pizza Huts serve pan pizza, as well as its thin n’
crispy, stuffed crust, hand tossed, and sicilian. Other menu
items include pasta, salads, and sandwiches. Pizza Huts offer
dine-in service at its famous redroofed restaurants, as well as
carryout and delivery service. About 15 percent of all Pizza
Huts are company-operated, whereas the remaining stores are
franchised. The world’s largest fast food company, YUM
Brands also owns and operates Kentucky Fried Chicken (KFC),
Long John Silvers, and Taco Bell. Pizza Hut is Domino’s major
pizza rival outside of the USA.
Papa John’s International, Inc.
Headquartered in Louisville, Kentucky, and founded in 1985,
Papa John’s operates 3,883 pizza restaurants with 3,255 of these
being franchisee-owned and 628 being company-owned stores.
Papa John’s has restaurants in all 50 U.S. states and 32 foreign
markets. The company currently has 16,500 full-time employees
and markets its pizza under the slogan “better ingredients,
better pizza.” Between 2001 and 2012, Papa John’s was ranked
number one (by the American Customer Satisfaction Index)
among national pizza chains for 10 of the 11 years during this
period. The company reported revenue of more than $1.2 billion
for year-end 2011, and consistent with the industry, it shows no
revenue allocated to research and development. Papa John’s
carries $75 million in goodwill on its balance sheet; founder
and CEO John Schnatter owns more than 20 percent of the
chain. Papa John’s offers several different pizza styles and
topping choices, as well as a few specialty pies such as The
20. Works and The Meats. Papa John’s stores typically offer
delivery and carryout service only.
Exhibit 8 provides a comparison between Domino’s and Papa
John’s. Note that Domino’s appears to generate more revenue
with less employees, but that is not true because employees at
franchised stores are not Domino’s employees. Pizza Inn’s 57
employees work at company-owned restaurants, not franchised
stores.
Pizza Inn Holdings, Inc.
Pizza Inn is a relatively small chain of franchised quick-service
pizza restaurants, with more than 300 locations in the USA and
the Middle East. Pizza Inns offer pizzas, pastas, and
sandwiches, along with salads and desserts. Most locations offer
buffet-style and table service, whereas other units are strictly
delivery and carryout units. The chain also has limited-menu
express carryout units in convenience stores and airport
terminals, and on college campuses. Pizza Inn’s domestic
locations are concentrated in more than 15 southern states, with
about half located in Texas and North Carolina.
Little Caesars
Headquartered in Detroit, Michigan, and privately held, Little
Caesars is famous for its advertising slogan, “Pizza! Pizza!”
which was introduced in 1979. The phrase refers to two pizzas
being offered for the comparable price of a single pizza from
competitors. In November 2010, Little Caesars introduced
Pizza! Pizza! Pantastic, denying that the return of “Pizza!
Pizza!” had any relationship to the recent success of Domino’s.
Little Caesars operates under its parent Little Caesars
Enterprises and is estimated to be the fourth largest pizza chain
in the USA. Little Caesars operates in 30 foreign countries.
External Issues
EXHIBIT 8 A Comparison Between Domino’s and Papa John’s
Domino’s
Papa John’s
Pizza Inn Holdings
21. Revenue
1.65B
1.24B
43.5M
Market Capitalization
1.76B
1.16B
20.1M
Gross Margin
0.29
0.31
0.12
Net Income
98.99M
55.97M
888K
EPS
1.63
2.24
0.10
Price/Earnings Ratio
18.67
21.69
24.51
Number of Employees
10K
16.5K
57
EPS, earnings per share.
Source: Company documents.
Domino’s competes in the Quick Service Restaurant (QSR)
pizza category, which consists of two categories: 1) delivery
and 2) carry-out. Delivery revenues for the industry in 2012
were $9.6 billion, up only slightly the last few years. The
delivery portion accounts for 30 percent of the total QSP pizza
revenues. However, the carry-out portion of the industry grew
22. revenues from $14.1 billion in 2011 to $14.6 billion in 2012.
Domino’s is the market leader in delivery and second largest in
carry-out. Outside of the USA, pizza delivery is
underdeveloped, with Domino’s and one rival being the only
firms.
Nutrition Concerns
An area of concern for all fast-food establishments, including
pizza stores, is the growing health-minded customer, as well as
the growing pressure from government agencies to label all
products with nutrition information. There have been battles
between the restaurant industry and government agencies for
many years, but much like the tobacco industry (in respect to
labeling its products). It appears the war is close to being lost
for the restaurant industry. Domino’s itemizes nutrition
information on its website, but forces the customer to add the
calories for crust, sauce, cheese, and topping, and then divide
by the number of slices to derive the total calorie count per
slice. After doing the calculations, one large slice of hand-
tossed pepperoni pizza for example has 300 calories and 12
grams of fat, and there are 8 slices in a pizza. To complicate
matters for restaurants such as Domino’s, it is difficult to
provide accurate nutrition labels when there can be an almost
endless combination of ingredients on a pizza. For example,
someone may order a large sausage pizza with onions and olives
whereas someone else might order extra cheese and tomatoes.
Having to print out nutrition labels for all these combinations
would be quite costly as opposed to a restaurant like
McDonald’s where it can print the nutrition label on the Big
Mac because there is uniformity in ingredients and the label is
understood to be for the base item. However, Domino’s PULSE
system could possibly be adjusted to resolve this potential
issue.
Chipotle Mexican Grill claims to only use meat and dairy
products from free-ranging cattle, as opposed to cattle injected
with growth hormones. Domino’s Pizza markets its pizzas as
having gluten-free crust. This is an attempt to win over health-
23. conscious customers, comply with government regulations, and
make current customers feel a little less guilty about eating
pizza. The tug of war between customers, governments, lawyers,
and the restaurant industry on health issues is likely to continue
for some time.
In response to these challenges, many restaurants have opted for
healthy menu options. Wendy’s, for example, has promoted
several meal combinations that contain less than 10 grams of
fat. All of these items were originally on its menu, just not
marketed in that manner. Wendy’s has added side salads and
fruit to help cut down on calories, fat, and sodium. Subway is
also famous for marketing its products as healthy alternatives to
other fast-food options. Domino’s, and many pizza competitors,
offer few to no menu options for the health-conscious consumer.
Barriers to Entry
Barriers to entry are relatively low for the restaurant industry,
but rivalry (competitiveness) among firms is exceptionally high.
One large contributing factor for the low barriers to entry is
many small entrepreneurs can open mom-and-pop
establishments and bypass the franchise fees, royalties,
selection process, and so on of owning a franchised restaurant
and lease an existing building relatively cheap. However, even
avoiding high fixed costs, variable costs are often high and
small-scale entrepreneurs are not able to compete with larger
franchise stores, who can better negotiate pricing on food,
packaging, and other supplies. In the QSR industry, the
bargaining power of consumers is quite powerful, availability of
restaurant options in most places is abundant, and consequently
there is intense price competitiveness among rival firms. Even
if you are sure you want pizza for lunch or dinner, you likely
have many options.
Economic Factors
The current landscape in the QSR business is a bimodal
population distribution with a large population of bargain-
minded customers seeking deals on cheaper end fast food
options, and another population of more affluent consumers
24. targeting middle to higher-end restaurants. Domino’s is well
positioned strategically to target the first group of consumers
because there are many more of them; Domino’s often has
excellent sales and discounts to target this group.
Among the subset of customers who are value shoppers, many
of these are also shoppers of quality and are willing to wait in
line a little longer or pay a little more for better quality food
products. Domino’s has recently capitalized on this well with
the introduction of its artisan pizzas and new recipes (or higher
quality products) for its crust, sauce, and cheeses. In addition,
Domino’s offers many pick up specials. Although an
inconvenience over delivery, many customers in today’s climate
are willing to tolerate a degree of inconvenience that they
historically were not if they can get a better deal.
Similar to Domino’s, many restaurant owners in the fast-food
industry have experienced stronger growth in international
markets than domestic markets. This trend is expected to
continue, especially in China and other developing nations
because many U.S. fast-food options are still novel, even in
Europe. According to the S&P Industry Surveys, QSRs are
expected to see a sales increase of 3 percent in 2012 and orders
to increase 1.5 percent as a result in large part of consumers
trading down to cheaper restaurant alternatives. There also is a
steadily growing international appetite for U.S. fast food and an
improving global economy. These positive trends are expected
to continue into 2013 and should bode well for Domino’s with
its strong international presence.
Ethics and Corporate Citizenship
Domino’s has two extensive “Code of Ethics” documents on its
website: one statement for its employees and one statement for
its executives. The documents outline matters such as: conflicts
of interest, how to report unethical conduct, fair dealing with all
employees, compliance with laws, proper way to use company
assets, and much more.
In addition to Domino’s Code of Ethics statements, the company
is noted for its corporate citizenship record in particular with
25. St. Jude Children’s Research Hospital. Since 2006, Domino’s
has donated more than $12 million to St. Jude and has hosted
pizza parties for patients and its families on St. Jude properties.
In 1986, Domino’s launched its Pizza Partners Foundation with
a mission of “team members helping team members.” The
foundation is 100-percent funded by team member and franchise
contributions and has disbursed nearly $12 million to aid team
members facing crisis situations such as fire, illness, or other
personal tragedies.
The Future
As CEO Doyle and his management team contemplate the future
direction of Domino’s, it has much to consider. Should the firm
continue its aggressive market development strategies and
accept the risk associated with expanding into markets it has
little expertise operating within? What new geographic
locations or regions should Domino’s focus? Should Domino’s
simply follow Pizza Hut’s international rollout of stores? How
would this expansion affect the corporate structure of
Domino’s? Would restructuring by geographic division and thus
establishing offices in Asia, the Middle East, and South
America better enable them to manage these more risky
environments? Can Domino’s afford this financially? Should
Domino’s consider offering salads or a line of healthy menu
options? Should Domino’s purchase trucks to deliver its
products rather than incurring such heavy leasing expenses?
Domino’s needs a clear three-year strategic plan. Prepare this
document for the company.
1 The Nature of Strategic Management
CHAPTER OBJECTIVES
After studying this chapter, you should be able to do the
following:
· 1. Discuss the nature and role of a chief strategy officer
(CSO).
· 2. Describe the strategic-management process.
26. · 3. Explain the need for integrating analysis and intuition in
strategic management.
· 4. Define and give examples of key terms in strategic
management.
· 5. Discuss the nature of strategy formulation, implementation,
and evaluation activities.
· 6. Describe the benefits of good strategic management.
· 7. Discuss the relevance of Sun Tzu’s The Art of War to
strategic management.
· 8. Discuss how a firm may achieve sustained competitive
advantage.
ASSURANCE OF LEARNING EXERCISES
The following exercises are found at the end of this chapter.
· EXERCISE 1A Compare Business Strategy with Military
Strategy
· EXERCISE 1B Gather Strategy Information for PepsiCo
· EXERCISE 1C Update the PepsiCo Cohesion Case
· EXERCISE 1D Strategic Planning for Your University
· EXERCISE 1E Strategic Planning at a Local Company
· EXERCISE 1F Get Familiar With the Strategy Club Website
· EXERCISE 1G Get Familiar With the Case MyLab
When CEOs from the big three U.S. automakers—Ford, General
Motors (GM), and Chrysler—showed up a few years ago
without a clear strategic plan to ask congressional leaders for
bailout monies, they were sent home with instructions to
develop a clear strategic plan for the future. Austan Goolsbee,
one of President Barack Obama’s top economic advisers, said,
“Asking for a bailout without a convincing business plan was
crazy.” Goolsbee also said, “If the three auto CEOs need a
bridge, it’s got to be a bridge to somewhere, not a bridge to
nowhere.”1 This textbook gives the instructions on how to
develop a clear strategic plan—a bridge to somewhere rather
than nowhere.
This chapter provides an overview of strategic management. It
introduces a practical, integrative model of the strategic-
management process; it defines basic activities and terms in
27. strategic management.
This chapter also introduces the notion of boxed inserts. A
boxed insert at the beginning of each chapter reveals how some
firms are doing really well competing in a growing economy.
The firms showcased are utilizing excellent strategic
management to prosper as their rivals weaken. Each boxed
insert examines the strategies of firms doing great amid rising
consumer demand and intense price competition. The first
company featured for excellent performance is the popular
hamburger place, Five Guys Enterprises. Note that there are
more than 1,000 Five Guys grills in the United States and
Canada.
PepsiCo is featured as the new Cohesion Case because it is a
well-known global firm undergoing strategic change and is well
managed. By working through the PepsiCo–related Assurance of
Learning Exercises at the end of each chapter, you will be well
prepared to develop an effective strategic plan for any company
assigned to you this semester. The end-of-chapter exercises
apply chapter tools and concepts.
Five Guys Enterprises: EXCELLENT STRATEGIC
MANAGEMENT SHOWCASED
Have you ever eaten at a Five Guys grill? Headquartered in
Lorton, Virginia, Five Guys Enterprises has grown every year
for 25 years and still is growing, thanks to excellent strategic
management (and great hamburgers served with all the peanuts
you can eat). Five Guys Burgers and Fries is a quick-service
restaurant company that offers a simple menu of burgers, fries,
and hot dogs. With more than 1,000 stores in the United States
and Canada, Five Guys prides itself on using only top-notch
ingredients, the best ground beef, rolls, and fries, and uses only
peanut oil; in keeping with the peanut theme, its restaurants
serve peanuts in bulk. Founded in 1986 by Jerry Murrell, his
wife, and their five sons (Jim, Matt, Chad, Ben, and Tyler), Five
Guys grill succeeds every day in taking business from all the
larger fast food hamburger chains.
28. Five Guys’ strategy has always been to use only the best
ingredients, do no advertising or marketing except by word-of-
mouth, “treat people right,” provide great employee pay and
benefits, and offer outstanding customer service. All 30,000-
plus Five Guys employees have access to the company’s Secret
Shopper Bonus program in which employees anonymously go
check on operations at other stores. All employees receive
additional store-level bonuses to ensure that every store
provides great burgers with great service. Five Guys employees
all have a sense of ownership in their store because their
compensation package is tied to how well their store performs.
Five Guys employees are determined to “make your day” every
time you visit their restaurant. Five Guys burgers are a bit
pricey, but customers keep coming back daily to eat the freshly
prepared product in an upscale décor with exceptional service.
Another Five Guys strategy is franchising (discussed in Chapter
5). About 800 Five Guys grills are owned by franchisees. All of
the territory in both the USA and Canada has been sold to
franchisees, and Five Guys plans to open its first restaurant in
Great Britain in 2013, with plans to open four in the UK in
2013. Murrell says in starting a business, do not rely on banks,
but rather rely on venture capitalists that include friends and
family. With more than $1 billion in revenue in 2013, Murrell,
now 62, gives this advice to all current and future
businesspersons: “Treat your employees and customers right.
Find something you love to do and just do it. Make sure your
heart is in it. You can’t be everything to everybody. You’ve got
to be what you are. That’s all you can do.” Do a Google search
for “Jerry Murrell Video” to watch a 2-minute excellent video
of Murrell sharing lessons he learned in building Five Guys.
Source: Based on Lottie Joiner, “Five Guys Family Keeps It
Simple,” USA Today (July 30, 2012): 3B.
What Is Strategic Management?
Once there were two company presidents who competed in the
same industry. These two presidents decided to go on a camping
trip to discuss a possible merger. They hiked deep into the
29. woods. Suddenly, they came upon a grizzly bear that rose up on
its hind legs and snarled. Instantly, the first president took off
his knapsack and got out a pair of jogging shoes. The second
president said, “Hey, you can’t outrun that bear.” The first
president responded, “Maybe I can’t outrun that bear, but I
surely can outrun you!” This story captures the notion of
strategic management, which is to achieve and maintain
competitive advantage.
Defining Strategic Management
Strategic management can be defined as the art and science of
formulating, implementing, and evaluating cross-functional
decisions that enable an organization to achieve its objectives.
As this definition implies, strategic management focuses on
integrating management, marketing, finance and accounting,
production and operations, research and development, and
information systems to achieve organizational success. The term
strategic management in this text is used synonymously with the
term strategic planning. The latter term is more often used in
the business world, whereas the former is often used in
academia. Sometimes the term strategic management is used to
refer to strategy formulation, implementation, and evaluation
and strategic planning referring only to strategy formulation.
The purpose of strategic management is to exploit and create
new and different opportunities for tomorrow; long-range
planning, in contrast, tries to optimize for tomorrow the trends
of today.
The term strategic planning originated in the 1950s and was
popular between the mid-1960s and the mid-1970s. During these
years, strategic planning was widely believed to be the answer
for all problems. At the time, much of corporate America was
“obsessed” with strategic planning. Following that boom,
however, strategic planning was cast aside during the 1980s as
various planning models did not yield higher returns. The
1990s, however, brought the revival of strategic planning, and
the process is widely practiced today in the business world.
Many companies today have a chief strategy officer (CSO).
30. A strategic plan is, in essence, a company’s game plan. Just as a
football team needs a good game plan to have a chance for
success, a company must have a good strategic plan to compete
successfully. Profit margins among firms in most industries are
so slim that there is little room for error in the overall strategic
plan. A strategic plan results from tough managerial choices
among numerous good alternatives, and it signals commitment
to specific markets, policies, procedures, and operations in lieu
of other, “less desirable” courses of action.
The term strategic management is used at many colleges and
universities as the title for the capstone course in business
administration. This course integrates material from all business
courses, and, in addition, introduces new strategic management
concepts and techniques being widely used by firms in strategic
planning.
Stages of Strategic Management
The strategic-management process consists of three stages:
strategy formulation, strategy implementation, and strategy
evaluation. Strategy formulation includes developing a vision
and mission, identifying an organization’s external
opportunities and threats, determining internal strengths and
weaknesses, establishing long-term objectives, generating
alternative strategies, and choosing particular strategies to
pursue. Strategy-formulation issues include deciding what new
businesses to enter, what businesses to abandon, whether to
expand operations or diversify, whether to enter international
markets, whether to merge or form a joint venture, and how to
avoid a hostile takeover.
Because no organization has unlimited resources, strategists
must decide which alternative strategies will benefit the firm
most. Strategy-formulation decisions commit an organization to
specific products, markets, resources, and technologies over an
extended period of time. Strategies determine long-term
competitive advantages. For better or worse, strategic decisions
have major multifunctional consequences and enduring effects
on an organization. Top managers have the best perspective to
31. understand fully the ramifications of strategy-formulation
decisions; they have the authority to commit the resources
necessary for implementation.
Strategy implementation requires a firm to establish annual
objectives, devise policies, motivate employees, and allocate
resources so that formulated strategies can be executed.
Strategy implementation includes developing a strategy-
supportive culture, creating an effective organizational
structure, redirecting marketing efforts, preparing budgets,
developing and using information systems, and linking
employee compensation to organizational performance.
Strategy implementation often is called the “action stage” of
strategic management. Implementing strategy means mobilizing
employees and managers to put formulated strategies into
action. Often considered to be the most difficult stage in
strategic management, strategy implementation requires
personal discipline, commitment, and sacrifice. Successful
strategy implementation hinges on managers’ ability to motivate
employees, which is more an art than a science. Strategies
formulated but not implemented serve no useful purpose.
Interpersonal skills are especially critical for successful
strategy implementation. Strategy-implementation activities
affect all employees and managers in an organization. Every
division and department must decide on answers to questions
such as “What must we do to implement our part of the
organization’s strategy?” and “How best can we get the job
done?” The challenge of implementation is to stimulate
managers and employees throughout an organization to work
with pride and enthusiasm toward achieving stated objectives.
Strategy evaluation is the final stage in strategic management.
Managers desperately need to know when particular strategies
are not working well; strategy evaluation is the primary means
for obtaining this information. All strategies are subject to
future modification because external and internal factors are
constantly changing. Three fundamental strategy-evaluation
activities are (1) reviewing external and internal factors that are
32. the bases for current strategies, (2) measuring performance, and
(3) taking corrective actions. Strategy evaluation is needed
because success today is no guarantee of success tomorrow!
Success always creates new and different problems; complacent
organizations experience demise.
Formulation, implementation, and evaluation of strategy
activities occur at three hierarchical levels in a large
organization: corporate, divisional or strategic business unit,
and functional. By fostering communication and interaction
among managers and employees across hierarchical levels,
strategic management helps a firm function as a competitive
team. Most small businesses and some large businesses do not
have divisions or strategic business units; they have only the
corporate and functional levels. Nevertheless, managers and
employees at these two levels should be actively involved in
strategic-management activities.
Peter Drucker says the prime task of strategic management is
thinking through the overall mission of a business:
· that is, of asking the question, “What is our business?” This
leads to the setting of objectives, the development of strategies,
and the making of today’s decisions for tomorrow’s results.
This clearly must be done by a part of the organization that can
see the entire business; that can balance objectives and the
needs of today against the needs of tomorrow; and that can
allocate resources of men and money to key results.2
Integrating Intuition and Analysis
Edward Deming once said, “In God we trust. All others bring
data.” The strategic-management process can be described as an
objective, logical, systematic approach for making major
decisions in an organization. It attempts to organize qualitative
and quantitative information in a way that allows effective
decisions to be made under conditions of uncertainty. Yet
strategic management is not a pure science that lends itself to a
nice, neat, one-two-three approach.
Based on past experiences, judgment, and feelings, most people
recognize that intuition is essential to making good strategic
33. decisions. Intuition is particularly useful for making decisions
in situations of great uncertainty or little precedent. It is also
helpful when highly interrelated variables exist or when it is
necessary to choose from several plausible alternatives. Some
managers and owners of businesses profess to have
extraordinary abilities for using intuition alone in devising
brilliant strategies. For example, Will Durant, who organized
GM, was described by Alfred Sloan as “a man who would
proceed on a course of action guided solely, as far as I could
tell, by some intuitive flash of brilliance. He never felt obliged
to make an engineering hunt for the facts. Yet at times, he was
astoundingly correct in his judgment.”3 Albert Einstein
acknowledged the importance of intuition when he said, “I
believe in intuition and inspiration. At times I feel certain that I
am right while not knowing the reason. Imagination is more
important than knowledge, because knowledge is limited,
whereas imagination embraces the entire world.”4
Although some organizations today may survive and prosper
because they have intuitive geniuses managing them, most are
not so fortunate. Most organizations can benefit from strategic
management, which is based on integrating intuition and
analysis in decision making. Choosing an intuitive or analytic
approach to decision making is not an either-or proposition.
Managers at all levels in an organization inject their intuition
and judgment into strategic-management analyses. Analytical
thinking and intuitive thinking complement each other.
Operating from the I’ve-already-made-up-my-mind-don’t-
bother-me-with-the-facts mode is not management by intuition;
it is management by ignorance.5 Drucker says, “I believe in
intuition only if you discipline it. ‘Hunch’ artists, who make a
diagnosis but don’t check it out with the facts, are the ones in
medicine who kill people, and in management kill businesses.”6
As Henderson notes:
· The accelerating rate of change today is producing a business
world in which customary managerial habits in organizations
are increasingly inadequate. Experience alone was an adequate
34. guide when changes could be made in small increments. But
intuitive and experience-based management philosophies are
grossly inadequate when decisions are strategic and have major,
irreversible consequences.7
In a sense, the strategic-management process is an attempt to
duplicate what goes on in the mind of a brilliant, intuitive
person who knows the business and assimilates and integrates
that knowledge using analysis to formulate effective strategies.
Adapting to Change
The strategic-management process is based on the belief that
organizations should continually monitor internal and external
events and trends so that timely changes can be made as needed.
The rate and magnitude of changes that affect organizations are
increasing dramatically, as evidenced by how the global
economic recession caught so many firms by surprise. Firms,
like organisms, must be “adept at adapting” or they will not
survive.
One company trying hard to adapt is the Washington Post
Company, best known as publisher of the Washington Post
newspaper that has a circulation of 525,000 in the Washington,
DC area. But the newspaper industry is in decline globally, so
the Washington Post Company recently diversified by acquiring
Celtic Healthcare, a provider of hospice and home health care
facilities in Pennsylvania and Maryland. Treating patients at
home instead of paying for hospital stays is a much faster
growing industry than selling newspapers. The Washington Post
Company also owns Kaplan, a well-known source of test
preparation materials, and six TV stations.
To survive, all organizations must astutely identify and adapt to
change. The strategic-management process is aimed at allowing
organizations to adapt effectively to change over the long run.
As Waterman has noted:
· In today’s business environment, more than in any preceding
era, the only constant is change. Successful organizations
effectively manage change, continuously adapting their
bureaucracies, strategies, systems, products, and cultures to
35. survive the shocks and prosper from the forces that decimate the
competition.8
On a political map, the boundaries between countries may be
clear, but on a competitive map showing the real flow of
financial and industrial activity, the boundaries have largely
disappeared. The speedy flow of information has eaten away at
national boundaries so that people worldwide readily see for
themselves how other people live and work. We have become a
borderless world with global citizens, global competitors, global
customers, global suppliers, and global distributors! U.S. firms
are challenged by large rival companies in many industries. For
example, Samsung recently surpassed Apple and Lenovo
surpassed HP and Dell in revenues.
The need to adapt to change leads organizations to key
strategic-management questions, such as “What kind of business
should we become?” “Are we in the right field(s)?” “Should we
reshape our business?” “What new competitors are entering our
industry?” “What strategies should we pursue?” “How are our
customers changing?” “Are new technologies being developed
that could put us out of business?”
The Internet promotes endless comparison shopping, which thus
enables consumers worldwide to band together to demand
discounts. The Internet has transferred power from businesses to
individuals. Buyers used to face big obstacles when attempting
to get the best price and service, such as limited time and data
to compare, but now consumers can quickly scan hundreds of
vendor offerings. Both the number of people shopping online
and the average amount they spend is increasing dramatically.
Digital communication has become the name of the game in
marketing. Consumers today are flocking to blogs, sending
tweets, watching and posting videos on YouTube, and spending
hours on Tumbler, Facebook, Reddit, Instagram, and LinkedIn
instead of watching television, listening to the radio, or reading
newspapers, and magazines. Facebook and Myspace recently
unveiled features that further marry these social sites to the
wider Internet. Users on these social sites now can log on to
36. many business shopping sites from their social site so their
friends can see what items they have purchased on various
shopping sites. Both of these social sites want their members to
use their identities to manage all their online identities. Most
traditional retailers have learned that their online sales can
boost in-store sales if they use their websites to promote in-
store promotions.
Key Terms in Strategic Management
Before we further discuss strategic management, we should
define nine key terms: competitive advantage, strategists, vision
and mission statements, external opportunities and threats,
internal strengths and weaknesses, long-term objectives,
strategies, annual objectives, and policies.
Competitive Advantage
Strategic management is all about gaining and maintaining
competitive advantage. This term can be defined as “anything
that a firm does especially well compared to rival firms.” When
a firm can do something that rival firms cannot do or owns
something that rival firms desire, that can represent a
competitive advantage. For example, having ample cash on the
firm’s balance sheet can provide a major competitive advantage.
Some cash-rich firms are buying distressed rivals. Examples of
cash-rich (cash as a percentage of total assets) companies today
include Priceline.com (63%), Altera (80%), Franklin Resources
(51%), Gilead Sciences (57%), and Lorillard (54%). Microsoft,
Apple, and Samsung are cash rich, as is the Cohesion Case
company, PepsiCo.
Having less fixed assets than rival firms also can provide major
competitive advantages. For example, Apple has no
manufacturing facilities of its own, and rival Sony has 57
electronics factories. Apple relies exclusively on contract
manufacturers for production of all of its products, whereas
Sony owns its own plants. Less fixed assets has enabled Apple
to remain financially lean with virtually no long-term debt.
Sony, in contrast, has built up massive debt on its balance sheet.
CEO Paco Underhill of Envirosell says, “Where it used to be a
37. polite war, it’s now a 21 st-century bar fight, where everybody
is competing with everyone else for the customers’ money.”
Shoppers are “trading down,” so Nordstrom is taking customers
from Neiman Marcus and Saks Fifth Avenue, TJ Maxx and
Marshalls are taking customers from most other stores in the
mall, and Family Dollar is taking revenues from Walmart.9
Getting and keeping competitive advantage is essential for long-
term success in an organization. In mass retailing, big-box
companies such as Walmart, Best Buy, and Sears are losing
competitive advantage to smaller stores, so there is a dramatic
shift in mass retailing to becoming smaller. As customers shift
more to online purchases, less brick and mortar is definitely
better for sustaining competitive advantage in retailing.
Walmart Express stores of less than 40,000 square feet each,
rather than 185,000-square-foot Supercenters, and Office
Depot’s new 5,000-square-foot stores are examples of smaller is
better.
Normally, a firm can sustain a competitive advantage for only a
certain period because of rival firms imitating and undermining
that advantage. Thus, it is not adequate to simply obtain
competitive advantage. A firm must strive to achieve sustained
competitive advantage by (1) continually adapting to changes in
external trends and events and internal capabilities,
competencies, and resources; and by (2) effectively formulating,
implementing, and evaluating strategies that capitalize on those
factors.
An increasing number of companies are gaining a competitive
advantage by using the Internet for direct selling and for
communication with suppliers, customers, creditors, partners,
shareholders, clients, and competitors who may be dispersed
globally. E-commerce allows firms to sell products, advertise,
purchase supplies, bypass intermediaries, track inventory,
eliminate paperwork, and share information. In total, e-
commerce is minimizing the expense and cumbersomeness of
time, distance, and space in doing business, thus yielding better
customer service, greater efficiency, improved products, and
38. higher profitability.
Strategists
Strategists are the individuals most responsible for the success
or failure of an organization. Strategists have various job titles,
such as chief executive officer, president, owner, chair of the
board, executive director, chancellor, dean, or entrepreneur. Jay
Conger, professor of organizational behavior at the London
Business School and author of Building Leaders, says, “All
strategists have to be chief learning officers. We are in an
extended period of change. If our leaders aren’t highly adaptive
and great models during this period, then our companies won’t
adapt either, because ultimately leadership is about being a role
model.”
Strategists help an organization gather, analyze, and organize
information. They track industry and competitive trends,
develop forecasting models and scenario analyses, evaluate
corporate and divisional performance, spot emerging market
opportunities, identify business threats, and develop creative
action plans. Strategic planners usually serve in a support or
staff role. Usually found in higher levels of management, they
typically have considerable authority for decision making in the
firm. The CEO is the most visible and critical strategic
manager. Any manager who has responsibility for a unit or
division, responsibility for profit and loss outcomes, or direct
authority over a major piece of the business is a strategic
manager (strategist). In the last few years, the position of CSO
has emerged as a new addition to the top management ranks of
many organizations, including Sun Microsystems, Network
Associates, Clarus, Lante, Marimba, Sapient, Commerce One,
BBDO, Cadbury Schweppes, General Motors, Ellie Mae,
Cendant, Charles Schwab, Tyco, Campbell Soup, Morgan
Stanley, and Reed-Elsevier. This corporate officer title
represents recognition of the growing importance of strategic
planning in business. Franz Koch, the CSO of German
sportswear company Puma AG, was recently promoted to CEO
of Puma. When asked about his plans for the company, Koch
39. said on a conference call “I plan to just focus on the long-term
strategic plan.”
Strategists differ as much as organizations themselves, and
these differences must be considered in the formulation,
implementation, and evaluation of strategies. Some strategists
will not consider some types of strategies because of their
personal philosophies. Strategists differ in their attitudes,
values, ethics, willingness to take risks, concern for social
responsibility, concern for profitability, concern for short-run
versus long-run aims, and management style. The founder of
Hershey Foods, Milton Hershey, built the company to manage
an orphanage. From corporate profits, Hershey Foods today
cares for about 900 boys and 1,000 girls in its boarding school
for pre-K through 12 grade.
Several CSOs who spoke at the CSO Summit in May 2013 in
San Francisco were:
· Roland Pan at Skype
· Mark Achler at Redbox
· Jon Berlin at Wells Fargo
· Drew Aldrich at Trans-Lux
· Ann Neir at Cisco Systems
· Jennifer Scott at Virgin Media
· Gina Copeland at Mitsubishi Electric
· Raj Ratnaker at Tyco Electronics
· Tim Johnsone at Hopelink
· Nhat Ngo at Omnicell
· Daniel Gastel at UBS
· Clarence So at Salesforce
· Barry Margerum at Plantronics
Vision and Mission Statements
Many organizations today develop a vision statement that
answers the question “What do we want to become?”
Developing a vision statement is often considered the first step
in strategic planning, preceding even development of a mission
statement. Many vision statements are a single sentence. For
example, the vision statement of Stokes Eye Clinic in Florence,
40. South Carolina, is “Our vision is to take care of your vision.”
Mission statements are “enduring statements of purpose that
distinguish one business from other similar firms. A mission
statement identifies the scope of a firm’s operations in product
and market terms.”10 It addresses the basic question that faces
all strategists: “What is our business?” A clear mission
statement describes the values and priorities of an organization.
Developing a mission statement compels strategists to think
about the nature and scope of present operations and to assess
the potential attractiveness of future markets and activities. A
mission statement broadly charts the future direction of an
organization. A mission statement is a constant reminder to its
employees of why the organization exists and what the founders
envisioned when they put their fame and fortune at risk to
breathe life into their dreams.
External Opportunities and Threats
External opportunities and external threats refer to economic,
social, cultural, demographic, environmental, political, legal,
governmental, technological, and competitive trends and events
that could significantly benefit or harm an organization in the
future. Opportunities and threats are largely beyond the control
of a single organization—thus the word external. A few
opportunities and threats that face many firms are listed here:
· • Availability of capital can no longer be taken for granted.
· • Consumers expect green operations and products.
· • Marketing is moving rapidly to the Internet.
· • Commodity food prices are increasing.
· • Political unrest in the Middle East is raising oil prices.
· • Computer hacker problems are increasing.
· • Intense price competition is plaguing most firms.
· • Unemployment and underemployment rates remain high
globally.
· • Interest rates are rising.
· • Product life cycles are becoming shorter.
· • State and local governments are financially weak.
· • Drug cartel-related violence in Mexico.
41. · • Winters are colder and summers hotter than usual.
· • Home prices remain exceptionally low.
· • Global markets offer the highest growth in revenues.
These types of changes are creating a different type of
consumer and consequently a need for different types of
products, services, and strategies. Many companies in many
industries face the severe external threat of online sales
capturing increasing market share in their industry.
Other opportunities and threats may include the passage of a
law, the introduction of a new product by a competitor, a
national catastrophe, or the declining value of the Euro. A
competitor’s strength could be a threat. A growing middle class
in Africa, rising energy costs, or social media networking could
represent an opportunity or a threat.
A basic tenet of strategic management is that firms need to
formulate strategies to take advantage of external opportunities
and avoid or reduce the impact of external threats. For this
reason, identifying, monitoring, and evaluating external
opportunities and threats are essential for success. This process
of conducting research and gathering and assimilating external
information is sometimes called environmental scanning or
industry analysis. Lobbying is one activity that some
organizations use to influence external opportunities and
threats.
Internal Strengths and Weaknesses
Internal strengths and internal weaknesses are an organization’s
controllable activities that are performed especially well or
poorly. They arise in the management, marketing,
finance/accounting, production/operations, research and
development (R&D), and management information systems
(MIS) activities of a business. Identifying and evaluating
organizational strengths and weaknesses in the functional areas
of a business is an essential strategic-management activity.
Organizations strive to pursue strategies that capitalize on
internal strengths and eliminate internal weaknesses.
Strengths and weaknesses are determined relative to
42. competitors. Relative deficiency or superiority is important
information. Also, strengths and weaknesses can be determined
by elements of being rather than performance. For example, a
strength may involve ownership of natural resources or a
historic reputation for quality. Strengths and weaknesses may be
determined relative to a firm’s own objectives. For example,
high levels of inventory turnover may not be a strength for a
firm that seeks never to stock-out.
In performing a strategic-management case analysis, it is
important to be as divisional as possible when determining and
stating internal strengths and weaknesses. In other words, for a
company such as Walmart saying that Sam Club’s revenues
grew 11 percent in the recent quarter, rather than Walmart
couching all of their internal factors in terms of Walmart as a
whole. This practice will enable strategies to be more
effectively formulated because in strategic planning, firms must
allocate resources among divisions (segments) of the firm (that
is, by product, region, customer, or whatever the various units
of the firm are), such as Sam’s Club versus Supercenters or
Mexico versus Europe at Walmart.
Both internal and external factors should be stated in specific
terms to the extent possible, using numbers, percentages,
dollars, and ratios, as well as comparisons over time and to
rival firms. Specificity is important because strategies will be
formulated and resources allocated based on this information.
The more specific the underlying external and internal factors,
the more effectively strategies can be formulated and resources
allocated. Determining the numbers takes more time, but
survival of the firm often is at stake, so identifying and
estimating numbers associated with key factors is essential.
Internal factors can be determined in a number of ways,
including computing ratios, measuring performance, and
comparing to past periods and industry averages. Various types
of surveys also can be developed and administered to examine
internal factors such as employee morale, production efficiency,
advertising effectiveness, and customer loyalty.
43. Long-Term Objectives
Objectives can be defined as specific results that an
organization seeks to achieve in pursuing its basic mission.
Long-term means more than one year. Objectives are essential
for organizational success because they provide direction; aid in
evaluation; create synergy; reveal priorities; focus coordination;
and provide a basis for effective planning, organizing,
motivating, and controlling activities. Objectives should be
challenging, measurable, consistent, reasonable, and clear. In a
multidimensional firm, objectives should be established for the
overall company and for each division.
Strategies
Strategies are the means by which long-term objectives will be
achieved. Business strategies may include geographic
expansion, diversification, acquisition, product development,
market penetration, retrenchment, divestiture, liquidation, and
joint ventures. Strategies currently being pursued by some
companies are described in Table 1-1
Strategies are potential actions that require top management
decisions and large amounts of the firm’s resources. In addition,
strategies affect an organization’s long-term prosperity,
typically for at least five years, and thus are future-oriented.
Strategies have multifunctional or multidivisional consequences
and require consideration of both the external and internal
factors facing the firm.
Annual Objectives
Annual objectives are short-term milestones that organizations
must achieve to reach long-term objectives. Like long-term
objectives, annual objectives should be measurable,
quantitative, challenging, realistic, consistent, and prioritized.
They should be established at the corporate, divisional, and
functional levels in a large organization. Annual objectives
should be stated in terms of management, marketing,
finance/accounting, production/operations, R&D, and MIS
accomplishments. A set of annual objectives is needed for each
long-term objective. Annual objectives are especially important
44. in strategy implementation, whereas long-term objectives are
particularly important in strategy formulation. Annual
objectives represent the basis for allocating resources.
TABLE 1-1 Sample Strategies in Action in 2013
Walgreen Company
Do you prefer Walgreen’s or CVS? Headquartered in Deerfield,
Illinois, Walgreen’s is deepening its penetration into the
southeastern portion of the USA by acquiring firms such as
USA Drug, May’s Drug, Med-X, Drug Warehouse, and Super D
Drug. At the same time, Walgreen’s is expanding globally
through acquisition of firms such as U.K pharmacy-led health-
and-beauty retailer Alliance Boots GmbH. Perhaps a reason
Walgreen’s is acquiring firms is that its same-store pharmacy
sales have dropped 15 percent in the last year, mainly as a result
of selling more generic rather than prescription drugs, and their
same-store-overall sales have dropped 10 percent, mainly
because of the chain’s exit from pharmacybenefit manager
Express Scripts Holding. Of course, their major rival firm, CVS,
could also be a key reason why Walgreen’s is acquiring other
firms—to show net growth, despite lower organic (internal)
revenue declines.
Netflix Inc.
Based in Los Gatos, California, the long-time DVD-by-mail
provider is struggling to survive as the firm switches from the
DVD business to (a) providing Internet-delivered streaming
content and (b) expanding to overseas markets. Major rivals to
Netflix include News Corp.’s Hulu and Coinstar’s Redbox, who
are growing rapidly, in the USA. Netflix’s overseas efforts are
not going well because that strategy requires country-by-
country deals to line up video content. In a recent quarter,
Netflix lost 850,000 DVD subscribers and added 530,000 movie
and TV-show streaming customers. Netflix’s international
streaming business lost about $400 million in 2012.
Microsoft
Based in Redmond, Washington, Microsoft added 35 retail
“pop-up stores” in late 2012 to go with its 30 existing retail
45. stores in the United States and one store in Toronto. This
forward integration strategy coincided with Microsoft
introducing its first tablet computer, Surface, which unlike
Apple’s iPad, runs popular Microsoft Office apps such as Word
and Excel. The Surface also has an innovative keyboard cover
that makes typing easier. In addition to its new retail stores,
Microsoft is also selling its new Surface tablet online, but many
customers want to touch and see before buying such a product
online.
Policies
Policies are the means by which annual objectives will be
achieved. Policies include guidelines, rules, and procedures
established to support efforts to achieve stated objectives.
Policies are guides to decision making and address repetitive or
recurring situations.
Policies are most often stated in terms of management,
marketing, finance/accounting, production/operations, R&D,
and MIS activities. Policies can be established at the corporate
level and apply to an entire organization at the divisional level
and apply to a single division, or they can be established at the
functional level and apply to particular operational activities or
departments. Policies, like annual objectives, are especially
important in strategy implementation because they outline an
organization’s expectations of its employees and managers.
Policies allow consistency and coordination within and between
organizational departments.
Substantial research suggests that a healthier workforce can
more effectively and efficiently implement strategies. Smoking
has become a heavy burden for Europe’s state-run social
welfare systems, with smoking-related diseases costing more
than $100 billion a year. Smoking also is a huge burden on
companies worldwide, so firms are continually implementing
policies to curtail smoking. Starbucks in mid-2013 banned
smoking within 25 feet of its 7,000 stores not located inside
another retail establishment.
Hotel and motels in the United States are rapidly going “smoke-
46. free throughout” with more than 13,000 now having this policy.
The American Hotel and Lodging Association says there are
50,800 hotel/motels in the USA with 15 or more rooms. All
Marriotts are now nonsmoking. Almost all (except Hertz) car
rental companies are exclusively nonsmoking, including Avis,
Dollar, Thrifty, and Budget. Most rental car companies charge a
$250 cleaning fee if a customer smokes in their rental vehicle.
More cigarettes are smoked in Russia per capita (2,786) than
any other country in the world, but that country in 2013
instituted strict, mandatory new antismoking policies among all
restaurants and bars and government facilities.11 Sixty percent
of men in Russia smoke. Other heavily smoking countries per
capita include Japan (1,841), China (1,711), and Indonesia
(1,085), compared to the USA (1,028). Excise taxes in Russia
on tobacco products are set to rise 135 percent by 2015. About
400,000 Russians die each year as a result of smoking, costing
the country 1.5 trillion rubles ($48.1 billion) annually in health-
care costs.
The Strategic-Management Model
FIGURE 1-1 A Comprehensive Strategic-Management Model
Source: Fred R. David, “How Companies Define Their
Mission,” Long Range Planning 22, no. 3 (June 1988): 40.
The strategic-management process can best be studied and
applied using a model. Every model represents some kind of
process. The framework illustrated in Figure 1-1 with white
shading is a widely accepted, comprehensive model of the
strategic-management process.12 This model does not guarantee
success, but it does represent a clear and practical approach for
formulating, implementing, and evaluating strategies.
Relationships among major components of the strategic-
management process are shown in the model, which appears in
all subsequent chapters with appropriate areas