... mirrors, lighting fixtures, and shelving. The products are made of rust-‐ and chip-‐resistant molded plastic and come in a variety of modern designs and colors. The plastic construction permits VP to produce high quality bathroom accessory at an affordable price. In the middle of the 1990s, John focused the company’s marketing attention on the large home center chain stores: Home Depot, Wal-‐Mart, Sears and so on. Today, more than 80 percent of VP’s sales are to these retail chains, and they account for 95 percent of its...
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...progress restaurant. The key goals was making good decisions to be the best coffee house and international cuisine restaurant in Thailand. The BCC core competencies is coffee and the ideal was to try in find information from books and all around the countries to see how to make coffee. However, with the competitors in Thai premium coffee market: foreign chains, local chains and independent shops, the BBC maintains to excels in pride and profitability in the relationship between the Company and the customers, franchisees, employees, investors and suppliers. The company had a strategy going on to bring new ideas for the menu. BCC branched off with a concept of combining the tastes of East and West. Also, the new products was developed and existing products were improved. A lot of people love Thai food and the ideal was very operational to the customers and that brought the product quality to look different from all the other competitors. Additionally the company needed to consider the relative emphasis of domestic versus international expansion as well as the potential to diversify into other markets. Access to capital and supply chain in fracture were both tied to the growth targets that the firm pursed. The resource of the goals is to help develop knowledge and abilities of the team as professionals. Black Canyon is not just a coffee shop. It’s a full service restaurant serving not only coffee, but a full range of cooked international Thai food. This combination of...
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...It’s not like a book that you can buy from Barnes and Noble or Amazon and then start studying it impromptu. Rather, this is a book that has a legacy and a tradition. One that has a chain, a link, an organic growing connection that increases as every generation goes on. A book that whoever wants to teach it has to have authorization to teach it. That’s because it is about a sacred science that involves a sacred person, and it involves the life and times of the best human being who walked this earth. In our religion, if you want to get to a level where you are transmitting and narrating what this person said, you need to tell the people where you are getting it from. Who are you to quote from the Prophet (صلى الله عليه وسلم )? Therefore let us understand the luminaries; the chains of narrators, those who preserved the hadīth and have an authenticated chain of knowledge to the Prophet (صلى الله عليه وسلم ). This is the reality of the religion. It has been preserved through chains of narrations that are verified through scholars of the highest caliber and were the legends of their times. Shaykh Safi-Rahman Mubarakpuri, a scholar of hadīth and author of “The Sealed Nectar.” had an isnād (chain of narration) to Imam Al-Shawkani (d. 1173H): one of the greatest scholars of hadīth and main nodes of chains of narrations for Ṣaḥīḥ Al-Bukhari. In order to become a node, that scholar has to be way above the rest. Most ijazahs in the world nowadays go through Imam Al-Shawkani. He wrote a...
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...1. LEGO’s movie-themed products, keyed to popular film franchises such as Harry Potter, Lord of the Rings, and Spiderman, include detailed construction plans. Do you think this is the right strategy? Why or Why not? Justify your assessment of Lego's strategy. To disect whether the inclusion of detailed construction plans in its film-franchised LEGO sets was the right strategy or not, it’s important to start with what the company itself stands for. The name LEGO means “play well”—the focus of the toy manufacturer being “play.” The perennial toy maker has a brand that stands for “self-expression,” and “sponteneity,” and “innovation.” That is, the core of LEGO is not jus that it’s a toy, but that it encourages children to be imaginative and creative with it’s simple interlocking bricks—a child can build anything that he or she can dream up with LEGO products. In fact, LEGO itself recognizes that two of its sources of competitive advantage are creativity and innovation. These are the decisive points for LEGO. They are what make LEGO, LEGO. Creativity and innovation are the product’s differentiators. They are the source of the company’s competitive advantage and, therefore, a key element in the company’s strategy. These differentiators are what propelled LEGO to a peak 85% market share of the construction-toy market. While licensing film francises into its merchandise wasn’t the wrong strategy, including detailed construction plans with those LEGO sets was the wrong strategy...
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...Online shopping has increased the bargaining power of buyers • Buyers are price sensitive and demand high quality 3. BARGAINING POWER OF SUPPLIERS - LOW • Big global supply chain management (Suppliers are not concentrated) • Suppliers are forced to cut their prices or go out of business • Direct negotiation with suppliers in order to encourage: • Reliable supply • Faster delivery • Lower prices • Many OEMs start to produce their own components in-house 4. RIVALRY AMONG EXISTING COMETITORS - HIGH ➢ Numerous and rather equally balanced competitors. ➢ Short product life-cycle ➢ High R & D costs ➢ Lack of differentiation or switching costs ➢ Imitation of technology ➢ Counterfeit products ➢ Low profit margins ➢ High exit barriers Threat of Substitute Products • There are few substitutes from other industries, if any. • Most of them seem to be obsolete or have one foot out of door. ← For example: • Digital Camera in the place of Film...
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...aspects of film industry value chain: Film development : concept – story, script, role selection, selection of actors, selection of other partners|| arrangements for finance- financers, bankers||location of shoot etc.|| Film production : required logistics, suppliers, human resource , equipments Film marketing; media partners, c.d. releases, online promotions, overseas promotion Film distribution : partner cinema halls, distributors, transporters, overseas distributors We should focus on these aspects and raise as many questions as we can. Plus we would require to ascertain the cost involved at every stage and the time taken to in different transactions. SUPPLY CHAIN MANAGEMENT SEEMS TO GO LIKE THIS [DEVELOPMENT PRODUCTION] DISTRIBUTIONUFO viewers http://www.hififilm.com/html/supplychain.html http://www.ukfilmcouncil.org.uk/media/pdf/h/b/Film_Value_Chain_Paper.pdf http://www.ideasmakemarket.com/2011/09/supply-chain-of-movies-how-does-it-work.html http://www.point360.com/Service_Digital_Asset_Management.html - Show quoted text - http://www.termpaperwarehouse.com/essay-on/Digital-Cinema-Supply-Chain-Management/34760 Other details.. Producers take care of the film development and production expenses. It also covers the promotional expenses i.e. expenditure on advertisements, commercials etc. The film distributors often sign an agreement with the producers and either charge a monthly rent or a commission from the producers. Now a days, films are screened...
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...or implement substantial cutbacks and layoffs. This difficult economic climate has made competition fiercer than ever, especially in the food service industry. Though some fast food chains and quick-stop value food shops have experienced thriving revenues attributed to the provision of primarily inferior goods (goods that people generally buy more of when they have less disposable income), many sit-down restaurants, from casual to fine dining, have been desperate to survive the current catastrophe. For the most part, dining out is considered a luxury; unfortunately, luxuries have fallen dramatically on the priority lists of most personal and family expenditures in recent years. Restaurant owners are well-aware of this, and they have been doing whatever it takes to keep revenue losses to a minimum. Famous Dave’s BBQ chain of family restaurants is one company that has used innovation, authenticity, enthusiasm, and true grit to offer a service so unique, that it is practically fail-proof. Though various popular American restaurant chains, such as Chili’s, Texas Roadhouse, and The Golden Corral, as well as the hundreds of lower-scale BBQ shacks in the Midwest and down south are considered to be serious competitors, none of them offer a repertoire comparable to that of Famous Dave’s. Though the chain, like its competitors, has had to face recent economic obstacles, Famous Dave’s has made several strategic moves to continually bring new consumers in, and consistently keep loyal customers...
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...as an important vehicle for customer retention in business markets. Supplier firms under increasing pressure from relentless competitive forces are seeking to retain and grow the share of business from profitable existing customers as a means of finding a way out of downward spiralling price pressures. While a lot has been written in academics about the importance of CVM, several gaps remain on understanding how a large company actually undertakes this journey. Crafting competitive value chains and focusing on streams of competition are also emerging as important agenda for supplier firms since, increasingly, the end customer is no longer willing to pay for inefficiencies in the value chains. In this context, the challenge for a supplier firm in business markets is no longer restricted to getting its own operations in order, but, additionally, it must ensure that multiple interfaces that exist across the entire value chain all the way until the end customer are streamlined so that the value chain is free of value drains and every meaningful opportunity to create value is exploited. In this paper, the authors...
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...A few weeks ago, I was there along with Dr. David Simchi-Levi of MIT to film our Videocast that was broadcast Wednesday on Dell's Supply Chain Transformation. The team at Dell, from Annette Clayton, VP of Global Supply Chain and Operations, to a number of supply chain, communications and video professionals, was first rate and universally friendly (thanks Bruce Raven). You can see an on-demand version of this outstanding broadcast here: Dell's Supply Chain Transformation Videocast. It was our biggest event ever, and I believe the largest on-line event in supply chain history. We had a huge audience from around the globe. I frankly learned a thing or two. When Dell announced in 2008 that it was moving into the retail business and making other related changes to its supply chain, it really did seem to me like the end of an era. The primary corporate icon of supply chain excellence was giving up on its legendary make-to-order model, outsourcing large swathes of manufacturing, and seeming to move back to the supply chain field it had been previously outdistancing by many lengths. But as many of our readers noted at the time, the customer has to drive the supply chain. There was a significant portion of the market, especially globally, that wanted to buy a different way. To grow, Dell had to expand its customer value proposition to reach different market segments. That required different supply chain strategies across multiple dimensions. Dell wasn't giving up on make-to-order...
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...BOM 7094: Operations Management Digital Cinema – Changing the Supply Chain Management of the Movie Industry BOM 7094 Term Paper Dzulhafidz Bin Dzulkifli - 1091200147 10 Table of Contents Introduction ...................................................................................................................................... 2 Literature Reviews ........................................................................................................................... 4 Digital Cinema – The New Challenge for the Movie Industry ..................................................... 4 Security and Rights Management in Digital Cinema................................................................... 4 Digital Cinema Business Model – The Global Outlook ............................................................... 5 Summary of Literature Review ............................................................................................... 6 Operation Management: Supply Chain Management ..................................................................... 7 Motion Picture Supply Chain Management – The Conventional Way ............................................ 8 Ownership Chart: The Big Six ..................................................................................................... 9 The Management of the Chain of Supplies for Digital Cinema. .................................................... 10 Digital Cinema Process .................................
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...9 Marketing and Product Objectives 9 Market-Product Grid 9 Target Markets 10 Points of Difference & Positioning 10 Marketing Program 11 Product Strategy 11 Price Strategy 12 Promotion Strategy 12 Place Strategy 13 Financial Projections 14 Break-even Analysis 14 * Financial Projection 15 Organization 17 Implementation Plan 18 Evaluation and Control 19 Possible Deviations 19 Possible Solutions 19 Conclusion 20 References...................................................................................................................................................21 Executive Summary TGI Friday will strive to be the top casual dining food chain in the world. We aim to have our guest experience a great meal, in a fun lively atmosphere, at an affordable price. As times have changed TGI Fridays must change to accommodate there changing customers. Fridays will introduce an updated menu and atmosphere to attract new target markets while still catering to there existing customers. New promotions for families will be offered to stimulate volume in this larger market segment. TGI Fridays Credo is to “treat all our guests as we would an honored guest in our home” (Carlson Resturants Worldwide, 2009). They will continue working to create an atmosphere friendly to...
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...Picture the Supply Chain Complete the chart below by outlining the digital content supply chain at Warner Bros. Entertainment. Upstream Component(sourcing/procurement) | Internal Component(packing/assemblymanufacturing) | Downstream Component(distribution) | Upstream supply chain is the planning and management of the entire activities externally that involves sourcing and procurement. Hewlett-Packard is the main supplier for Warner Brothers. Hardware, software, and services are provided from Hewlett-Packard digital media platform. Hewlett-Packard brought into existence a high performance storage system for Warner Brothers and this allowed them to control the company’s speed the way the company needed. | Internal supply chain consists of packaging, manufacturing, or assembling. Warner Brothers realized the consumers growing into the digital media so they reinvented themselves with a digital-end-to-end enterprise and business. Now films are released in three different types of DVDs. DVD, HD DVD, and Blue-ray. Warner Brothers has a digital and a film version of all its films. | Downstream supply chain is where allocation or distribution is in effect. The mistakes place by external distributors. Warner Brother created and put into place digital allocations and this was done through broadband communication such as; links, high- definition television. Over 6,000 motion pictures have been used for digital technology. Now they available through Warner Brothers film library. The online...
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...Axia College Material Appendix B Picture the Supply Chain Complete the chart below by outlining the digital content supply chain at Warner Bros. Entertainment. |Upstream Component |Internal Component |Downstream Component | |(sourcing/procurement) |(packing/assembly |(distribution) | | |manufacturing) | | | | | | |The main supplier that is used by Warner |The packing and manufacturing all take |The downstream consist of almost external | |Bros. is Hewlett-Packard. |place in the same place. |means for distribution. | | | | | |The hardware, services, and software is a |Due to the digital media trends of |HDTV’s and things such as DVD’s broadband | |complete package that is given to Warner |customers Warner Bros. switched to digital |communication where created to transition | |Bros. through HP. |end to end business. |Warner into digital distribution...
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...“we”, “our”, “Company” in this report refers to PVR Limited and should be construed accordingly. to increase. (Source: FICCI- KPMG Indian Media and Entertainment Report 2012) 1. Largest Industry - The Indian film industry is one of the largest globally with a history of steady growth. With films being the most popular form of mass entertainment in India, the film industry has witnessed robust double-digit growth over the past decade. Industry Structure & Development 2. Demographic scenario supports long-term fundamentals: Due to favorable demographics (75% of the country’s population is below the age of 35) and economic conditions in India, coupled with consumers willing to spend more on a variety of leisure and entertainment services, the filmed entertainment business is set to grow in the years to come. 3. Under screened market: When compared to global benchmarks such as USA, UK, France, Spain, India is a significantly under screened. Mumbai and Bangalore have a higher number of screens per million at 23 and 21 respectively, while cities such as Hyderabad and Chennai have only about 8, indicating a huge opportunity. 4. Expansion to tier II/III cities: Having established a foothold in most metros, multiplex chains are now moving to tier II/III cities to create a better viewing experience and cash in on the increased disposable income...
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...CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time. —HIROYUKI ITAMI, MOBILIZING INVISIBLE ASSETS You’ve gotta do what you do well. —LUCINO NOTO, FORMER VICE CHAIRMAN, EXXON MOBIL OUTLINE l Introduction and Objectives l The Role of Resources and l Organizational Capabilities Classifying Capabilities The Architecture of Capability l Appraising Resources and Capabilities Establishing Competitive Advantage Sustaining Competitive Advantage Appropriating the Returns to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities...
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