...Lark, and Virginia Slims. Philip Morris International operates in the European Union, the Middle East and Africa, Asia, and Latin America. Its local brands principally include Bond Street in eastern Europe; Red & White in central Europe; A Hijau, A Mild, and Dji Sam Soe in Indonesia; Diana in Italy; Optima and Apollo‐Soyuz in Russia; Morven Gold in Pakistan; Boston in Colombia; Best and Classic in Serbia; f6 in Germany; Delicados in Mexico; Assos in Greece; and Petra in the Czech Republic and Slovakia. The company is based in New York, New York. Philip Morris International, Inc. operates independently of Altria Group, Inc., as of March 28, 2008. PRODUCT MIX We have the industry's strongest and most diverse brand portfolio, led by Marlboro, the world’s number one selling brand and L&M, the fourth most popular brand. This portfolio includes a variety of blends and styles, across 150 distinct brands and over 1,900 variants. In fact, 7 of the top 15 brands in the world are ours. * MARLBORO Marlboro is the world’s leading cigarette brand, outselling the closest competitors by almost three times. In 2007, Marlboro’s volume outstripped the combined volume of the four major brands belonging to each of our biggest competitors. * L&M L&M originated in the USA in 1953. It is now the fourth most popular cigarette brand worldwide with a 2007 shipment volume of 92 billion units. Between 2002 and 2007, L&M’s volume grew at a compound annual growth rate of...
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...[pic] Marketing 100 Andrei Catrinici Term paper Prof. J.Goldstein I - Intro on company History of the company II - Environmental Analysis 1 - Economic forces 2 - Political & Legal forces 3 - Demand a)Total size of market b)Market share c)Characteristics of demand 1-When 2-where 3-how often costumers buy 4 - Competitive forces 5 - Technological forces 6 - Social/Cultural forces III - SWOT Analysis A. Strengths and Weaknesses B. Opportunities and Threats IV - Marketing objectives V - Marketing strategies A. Target markets B. Marketing Mix 1-Product 2-Pricing 3-Distribution 4-Promotion VI - Implementation - Marketing structure Bibliography I. Intro on company Heineken N.V. has wide international presence through a global network of distributors and breweries. It owns and manages one of the world’s leading portfolios of beer brands and is one of the world’s leading brewers in terms of sales volume and profitability. Its principal international brands are Heineken and Amstel, but the group brews and sells more than 170 international premium, regional, local and specialty beers and ciders, including Cruzcampo, Birra Moretti, Foster's, Maes, Murphy's, Newcastle Brown Ale, Ochota, Tiger, Sagres, Star...
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...production • Develop economies of scale in sourcing, production, marketing, and R&D • Confront international competitors more effectively or thwart the growth of competition in the home market • Invest in a potentially rewarding relationships with foreign partners 2. Describe the five drivers of globalization? Explain in detail with reference to BRIC Countries. • Worldwide reduction of barriers to trade and investment. • Transaction to market-based economies and adoption of free trade in China, former Soviet Union countries, and elsewhere. • Industrialization, economic development, and modernization. • Integration of world financial markets. • Advances in technology. The BRIC countries are made up of Brazil, Russia, India and China - although if we were to categorize them by importance, it would actually be CIRB. The BRIC are both the fastest growing and largest emerging markets economies. They account for almost three billion people, or just under half of the total population of the world. In recent times, the BRIC have also contributed to the majority of world GDP growth. According to various economists projections, it is only a matter of time before China becomes the biggest economy in the world - sometime between 2030 and 2050 seems the consensus. In fact, Goldman Sachs believe that by 2050 these will be the most important economies,...
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...STRAWBERRY GIN FOREVER & STRAWBERRY GIN FOREVER SLIM Oriana Paolillo D’Andria Carlos Fernandez Maria Barambio Itziar Benedicto Alonso Bertrand Mazeaud 1 EXECUTIVE SUMMARY INTRODUCTION We have chosen Beefeater Gin, a spirit brand of Pernod Ricard due to its brand recognition and in the industry, being a market leader in Premium Gin in Spain as well as the over 100 countries that it is exported to. The product is distributed by the James Burrough company. Beefeater Gin is known for its fresh, clean and crisp taste with a subtle citrus and fruit edge. The gin brand takes pride on its multi-dimensional character, without losing its balance and robustness. The high demand for dietetic, non-sugary, low calorie alcoholic drinks in today’s society generates an opportunity to enter an exponentially growing market while focusing on a healthy product that satisfies our potential customers’ needs. We will also introduce a mix strawberry gin drink that is not of low caloric intake but readily mixed to take wherever. COMPANY OVERVIEW Beefeater’s roots go back to the 1820s, when John Taylor and his wife decided to open a small distillery in London’s Chelsea district. Beefeater Gin is a company originated in London offering the world’s most awarded gin, with its product bring a type of distilled gin made by redistilling spirit...
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...DESK RESEARCH TO EXAMINE THE INFLUENCE OF MARKETING AND ADVERTISING BY THE ALCOHOL INDUSTRY ON YOUNG PEOPLE’S ALCOHOL CONSUMPTION Research prepared for the World Health Organization by the Centre for Social Marketing at the University of Strathclyde Emma Cooke, Gerard Hastings and Susan Anderson March 2002 Acknowledgements For acquisition and translation of international data: Jill Bain, Marina Biniari, Liliana Carcamo and Ingrid Kajzer. For comments on the final draft: Anne Marie MacKintosh For administrative support: Kathryn Angus and Aileen Paton. CONTENTS Page No 1.0 INTRODUCTION 1 2.0 MANAGEMENT SUMMARY 2 3.0 METHODOLOGY 4 4.0 RESULTS 7 4.1 Advertising 7 4.1.1 Econometric Studies 7 4.1.2 Consumer Studies 11 4.2 Other Forms of Marketing 15 4.3 Developing and Transitional Countries 21 REFERENCES 25 1.0 INTRODUCTION At the World Health Organization Ministerial Conference on Young People and Alcohol in Stockholm (February 2001) considerable concern was expressed about the nature and pervasiveness of advertising and marketing by the alcohol industry. Explicit examples were shown of alcohol promotion exploiting the themes of sexual, sporting and lifestyle success, often in direct violation of advertising codes. Furthermore, many of the advertising examples displayed images of excessive consumption. In addition, the Conference noted...
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...Irish Whiskey investment and planning needs to have a long-term focus in mind for the government and also drinks companies. However, Irish Whiskey needs to create a clear market for its self in order for it to stand out in the whisky category. And to this it should rely on its unique heritage and style. Its deep connection with Irish culture and history is a strong marketing asset to have and should help it sell to consumers both at home and abroad. Through strengthened regulation, The Irish government can help ensure quality control and consistency for long-term future growth. As Irish whiskey continues to grow in volume and value, existing legislation in the category should be strengthened to ensure that the quality of Irish whiskey and its reputation is maintained for the long-term future. Finally, in conclusion the future looks very promising for Irish Whiskey and hopefully it will one day reach the level of recognition and success it once had, and indeed...
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...HEINEKEN’s Bierbrouwerij Maatschappij N.V (HBM) is established. 1889 HEINEKEN is honored with the "Diplome de Grand Prix" at the World’s Fair in Paris 1900 HEINEKEN imports first beer into Africa. 1932 HEINEKEN co-founds Malayan Breweries and starts to brew Tiger for the first time 1933 After 13 years of prohibition, Heineken® sets foot on American soil 1937 HEINEKEN’s Nederlandsch-Indische Bierbrouwerij Maatschappij, Multi Bintang, begins operation 1939 HEINEKEN is listed on the Dutch stock exchange 1946 HEINEKEN enters Nigeria 1968 HEINEKEN acquires Amstel, its major rival in The Netherlands 1974 HEINEKEN acquires a majority stake in the Dreher Group 1975 A new Dutch brewery opens in Zoeterwoude, the largest modern brewery in all Europe at the time. 1991 The former Amsterdam brewery on the Stadhouderskade is converted to a Heineken museum which was renamed Heineken Experience in 2001. 2003-20010 HEINEKEN acquires Brau Union in Austria, Romania, Hungary, Czech Republic and Poland, the Krušovice Brewery in the Czech Republic, Scottish&Newcastle and the beer businesses (including its US and other export businesses) of FEMSA in Mexico and Brazil 2009 HEINEKEN announces the Heineken Africa Foundation to support and enhance the improvement of health for the Sub-Saharan African people. 2012 HEINEKEN acquires full...
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...General Agreement on Tariff and trade 23 countries only when Gatt was created. A club of countries dominated by US. Major discussions on tariff reductions : KENNEDY ROUND NIXON ROUND Try to reduce the tariff among countries. 1990 : URUGAY ROUND Decision to convert GATT Into a more formal organzation 1995 : creation of WTO = World Trade Organization 125 countries Involved in four new fields : Financial services Telecommunications Shipping Business Services China becomes a member in 2001 Russia becomes a member in 2011 Today 154 countries which report over 97% of world trade Some outsiders : NORTH KOREA WTO : Two groups of countries Faborable to free trade Attracted by protectionism Free trade theory and deregulation * Free trade theory : Countries who think that global production will increase if countries do not interfere directly to affect trade. * Deregulation policy : Removal of government interference Ex : USA air transportation Protectionism and infant-industry policy * Protectionism : Government restrictions on imports that frequently give direct or indirect subsidies to industries to enable them to complete with foreign production * Infant-industry policy : An emerging industry should be guaranteed o large share of the domestic market until it becomes efficient enought to complete against imports. WTO Objectives : - To obtain tariff reductions or tariff elimination Ex : all textiles agreement ...
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...IMS Market Prognosis 2009-2013 EUROPE RUSSIA © 2009 IMS Health Incorporated or its affiliates. All rights reserved. IMS HEALTH 7 Harewood Avenue London NW1 6JB, UK Tel: +44 (0)20 3075 5888, Fax: +44 (0)20 3075 5999 service@imshealth.com http://www.imshealth.com The Information Service contained herein is confidential and provided subject to the IMS Health Information Services Standard Terms and Conditions. This Information Service is provided to the client on a personal basis under a non-exclusive and non-transferable licence for the Client’s own direct benefit and use only, and may not be copied or divulged to any other party. Whilst every possible care has been taken in the preparation of this information, the publishers do not hold themselves responsible for any expressions of opinion or error or omission, or any action resulting therefrom. © 2009 IMS Health Incorporated or its affiliates. All rights reserved. Published: June 2009 IMS Market Prognosis Europe 2009-2013 Russia 2009 Table of Contents MARKET SYNOPSIS ....................................................................................................6 FORECAST SUMMARY .................................................................................................8 MARKET FORECAST ...................................................................................................................................... 8 THERAPEUTIC CLASS FORECASTS ........................................
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...Saint Petersburg State University Graduate School of Management Group project for the Organizational Behavior course “Aeroflot” MiM, cohort II, group 5 Group members: Cherenko Polina Pitubaeva Tatiana Samadov Imruz Tarasenko Vladimir Supervisor: Assoc. Prof. Latukha Marina 2015 Table of Contents 1. Aeroflot’s Background 3 2. Country-specific context 7 3. Peculiarities of OB and HRM in country of a company’s origin 11 3.1. Main Characteristics 11 3.2.Trends 15 3.3.Perspectives 16 4. HRM strategy and practices and OB areas 17 4.1. HR Policies 17 4.2. Employee training 18 4.3. Department for Aviation Personnel Training 18 4.4. Aeroflot Aviation School 19 4.5. Social Programs For Company’s Employees 20 4.6. Health and safety 21 5. Analysis of existing problems and challenges in OB or HRM areas. 22 6. Problem description and analysis. Recommendations 24 List of Sources 27 1. Aeroflot’s Background After the World War I many European countries started to look forward civil aviation development. Since then, Soviet Union Government established Dobrolet - the first Russian air fleet that had flights from Moscow to many airports in European part of the USSR and nearest foreign locations. In the beginning, only one plane served the route from Moscow to Kenigsberg (Kaliningrad). That plain could accommodate four passengers and mail carriage. During early years of activity the company enhanced number of flight, adding following destinations...
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...------------------------------------------------- INTERNATIONAL BUSINESS PLANNING FOR YOUR PRODUCT OR SERVICE ------------------------------------------------- HANDS WARMERS FROM JAPAN TO FRANCE June 2014 ACP IBOM Ketsia GOLDSCHMIDT Mai KIYOTAKI Amber (Yu Wei) LIU Mariko SUZUKI Sarah ZINS Table of Contents Executive Summary Company Information Kobayashi Pharmaceutical Co., Ltd. is a Japanese company that performs headquartered in Osaka. Listing of the shares is a relatively recently in 1999 and (OSE 2 parts), we have listed in the First Section of the Tokyo Stock Exchange today. Kobayashi Pharmaceutical begins hand warmer business that the Group acquired Kiribai chemical in 2001. Kiribai chemical boasts the top share in the domestic market. High marketing power of Kobayashi Pharmaceutical and technological capabilities of Kiribai chemistry are put to good account to create some markets. We are now expanding the sales channels around the world. This section describes about our history, corporate philosophy, and company strengths as well as the form of organization and company objectives. 1. History 2. Management Philosophy This is management philosophy of Kobayashi Pharmaceutical Group: Providing people and society with comfort by constantly pursuing new ideas through continuous creativity and innovation. Kobayashi Pharmaceutical Group provide a variety of products in the fields of medicine, air freshener, supplements, and daily commodities...
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...PART 2 The Global Marketing Environment CHAPTER 2 The Global Economic Environment Case 2-1 The Global Economic Crisis I n his 1997 book One World, Ready or Not, William Greider described the United States as “the buyer of last resort.” Greider explained that, for many years, the United States was the only nation that was willing to absorb production surpluses exported by companies in Europe, Asia, and Latin America. Greider asked: “Who will buy the surpluses when the United States cannot?” The conventional wisdom has long held that strong spending by consumers in other nations would keep the world economy humming. However, by 2008, Greider’s question was taking on a new urgency and the conventional wisdom was being tested. An economic crisis that had its roots in lax subprime mortgage lending practices began to spread around the globe. In the United States, where the crisis began, economic misery was widespread: The housing market collapsed, real estate values plummeted, credit tightened, and job growth slowed (see Exhibit 2-1). As the price of oil passed the $100 per barrel benchmark, the average price of a gallon of gasoline rose to $4. American consumers were, indeed, less willing and less able to buy. However, the crisis was not confined to the United States alone. Consumer-goods exporters in Asia, which Exhibit 2-1: The bursting of the global real estate bubble was only one aspect of the worst recession in decades. The ripple effects from the economic...
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...Toyota in Europe Kaizen “Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.” From Looms to Cars: Toyota’s History Global Toyota Toyota in Europe The Toyota Production System 30 5. Customer First 34 6. Sustainability: Economic, Environmental and Social Stewardship 38 7. The Vehicle Line-Up 46 8. Motorsport & Formula One 58 9. The Toyota Work Experience 60 4 | Toyota’s European Network March 2008 edition | 3 Foreword Dear Reader, Since the early 1960’s, Toyota’s presence in Europe has grown and changed, keeping pace with the changing vehicle tastes and requirements of the European public. Since 1992, when the first of our European production facilities was opened in the UK, Toyota has invested almost €7 billion throughout Europe. We now employ approximately 80,000 people and have nine European manufacturing facilities. But the construction of vehicle and engine assembly plants is only part of the story. In 2007, we also expanded our technical centre in Belgium, investing an additional €75 million to ensure that Toyota and Lexus vehicles continue to meet the high engineering and design standards of European customers. Another major investment was the new European Global Production Centre in the UK, established for the training of production staff and supervisors from all over Europe. Toyota also continues to invest heavily in the training...
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...Delivery and growth Royal Dutch Shell plc Annual Report and Form 20-F for the year ended December 31, 2007 Royal Dutch Shell Our Business With 104,000 employees in more than 110 countries and territories, Shell plays a key role in helping to meet the world’s growing demand for energy in economically, environmentally and socially responsible ways. Our Exploration & Production business searches for and recovers oil and natural gas around the world. Many of these activities are carried out as joint venture partnerships, often with national oil companies. Our Gas & Power business liquefies natural gas and transports it to customers across the world. Its gas to liquids (GTL) process turns natural gas into cleaner-burning synthetic fuel and other products. It develops wind power to generate electricity and invests in solar power technology. It also licenses our coal gasification technology, a cleaner way of turning coal into chemical feedstocks and energy. Our Oil Sands business, the Athabasca Oil Sands Project, extracts bitumen from oil sands in Alberta, western Canada and converts it to synthetic crude oils. Our Oil Products business makes, moves and sells a range of petroleum-based products around the world for domestic, industrial and transport use. Its Future Fuels and CO2 business unit develops fuels such as biofuels and hydrogen and synthetic fuels made from natural gas (GTL Fuel) and potentially from biomass; and leads company-wide activities on CO2 management. With...
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...examine the effect of mandatory sustainability reporting on several measures of socially responsible management practices. Using data for 58 countries, we show that after the adoption of mandatory sustainability reporting laws and regulations, the social responsibility of business leaders increases. We also document that both sustainable development and employee training become a higher priority for companies, and that corporate governance improves. Furthermore, we find that companies implement more ethical practices, reduce bribery and corruption, and that managerial credibility increases. These effects are larger for countries with stronger law enforcement and more widespread assurance of sustainability reports. We conclude with thoughts about mandatory sustainability and integrated reporting. Keywords: sustainability reporting, mandatory reporting, corporate social responsibility, integrated reporting Assistant Professor of Strategic and International Management, London Business School, Regent’s Park, NW1 4SA, London, United Kingdom. Email: iioannou@london.edu, Ph: +44 20 7000 8748, Fx: +44 20 7000 7001. Assistant Professor of Business Administration, Harvard Business School, Soldiers’ Field Road, Morgan Hall 381, 02163 Boston, MA, USA. Email:gserafeim@hbs.edu, Ph: +1 617 495 6548, Fx: +1 617 496 7387 (contact author). 1 Electronic copy available at: http://ssrn.com/abstract=1799589 I. ...
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