...Synergy in the Whirlpool Environment Larry A. LaPine MGT 498 June 28, 2013 Timothy Fiscus Synergy in the Whirlpool Environment Many organizations today rely on the objectives, but fail to focus on the means to achieve the objective. Some of these organizations refuse to be flexible by adjusting to market trends and rely solely on today and the past instead of focusing the objectives to the future. If one knows the organizational strength and understands what objectives the organization is trying to obtain, the organization can work through weaknesses and threats, and use opportunities to maintain sustainability. Any organization can succeed with this strategy by remaining focused on the objectives. Most industries today are facing an ever-increasing level of environmental uncertainty so organizations scan their environment to understand the external forces of change, even industries that used to be entirely domestic are becoming global in their manufacturing processes. Whirlpool Corporation is the world's leading manufacturer and marketer of major home appliances with annual sales of approximately $18 billion in 2012, 68,000 employees, and 65 manufacturing, and technology research centers in the world. The company markets Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Brastemp, Consul, Bauknecht and other major brand names to consumers in nearly every country around the world (Maytag Corporation, 2012). Competitive Advantages and Strategies Thinking ahead of...
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...How Subway Tops The Fast Food Chain Introduction The first Subway was founded in 1965. The founder of the Subway chain, Fred De Luca, started running his restaurant business when he was only 17 years old. The first Subway restaurant was opened nine years after its foundation in Connecticut where the headquarter is now situated. Now there are more than 30,000 Subway restaurants in 88 countries worldwide and it is the world‟s fastest growing franchise chain. New Subway restaurants are opening all the time. The franchise chain has employed more than 150,000 people. (Subway 2009) Subway offers customers many different kinds of fresh submarine sandwiches also called “subs”. Customers always decide how they want their sandwiches to be served. Subway‟s advertising is based on freshness. Slogan “Eat Fresh” tells that Subway chain uses only freshly baked bread and fresh ingredients. Subway has a lot of competitors for example McDonald‟s, Burger King and Sunset Boulevard. There were more than 20 Subways in Denmark in the 1990s but 10 years ago they withdrew from the Danish market. In 2009 Subway tried to strive for the Danish market again. At the beginning of February they reopened Subway in 2 cities, in Aalborg and Sønderborg. The Subway chain has also a lot of competitors in Danish market. One of the main competitors is the Danish chain Sunset Boulevard. When the Subway chain was withdrawing their restaurants from the Danish market, Sunset Boulevard bought 3 of their branches...
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...Organizational History and Current State of Affairs This portion of the paper will include key information about Delta Air Lines, Inc. (Delta): (a) history; (b) culture; (c) important leaders over the years; (d) current products and service offerings: (e) target markets; and (f) methods of product and service delivery. History This section describes the history of Delta. The company was founded in Macon, Georgia, in 1924, as the world’s first crop-dusting service, Huff-Daland Dusters. The company moved to Monroe, Louisiana, in 1925. In 1928, field manager C. E. Woolman and two partners purchased the service and renamed it Delta Air Service after the Mississippi Delta region it served. Delta was the first international mail and passenger route on the west coast of South America. Delta operated its first passenger flights over route stretching from Dallas, Texas to Jackson, Mississippi, via Shreveport and Monroe, Louisiana. Also, Delta was awarded a US Postal Service contract in 1934 to fly from Fort Worth to Charleston via Atlanta (Hoover’s, 2011). In 1941, Delta relocated to Atlanta. Woolman became the president in 1945 and he managed the company until his death in 1966 (Delta, 2011). Delta offered its first night service in 1935, using the Stinson Model A; the first Delta aircraft with two pilots. Douglas DC-2 and DC-3 service was introduced and the introduction of flight attendants, called “stewardesses,” added to flight crews. Delta contributed to the war effort...
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...Under Armour Case Study Source: Hogan, 2013 Table of contents Detailed Timeline 3 Business and Corporate Level Planning 4 Brief Summary of the Company Situation in their Competitive Environment, Issues they Face and Clear Problem Statement to Analyze 6 Key Leadership 8 Types of innovation and Evidence of Entrepreneurship 10 Global Presence and Effects 11 Ethics - Examples of Social Consciousness/Corporate Social Responsibility 12 Responsible Wealth Creation 14 Engagement and Plan Alignment & Corporate Culture 15 Wild Card 16 Internal Analysis 17 External Analysis 20 SWOT Analysis 24 Recommendation 27 Bibliography 33 Appendix 37 Team Member Roles 46 Detailed Timeline It all started in 1995 when Kevin Plank, the special teams captain on the University of Maryland football team, noticed that the cotton T-shirts he and his teammates wore underneath their pads were always soaked and filled with sweat (Under Armour, 2012). “There has to be something better,” he believed (Under Armour, 2012). That statement soon launched the performance apparel industry (Under Armour, 2012). That statement also became Under Armour’s generic strategy, which was to develop a better product than there was in the market. While Plank was perfecting his t-shirt after he graduated, he needed funds to launch his apparel line, so he maxed out his credit cards to the tune of $40,000 and set up a company in his grandmother’s basement in Washington, DC (Under Armour, 2012). In...
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...COVER PAGE EXECUTIVE SUMMARY TABLE OF FIGURES TABLE OF CONTENT 1. INTRODUCTION (250) 2.1 History of the resort 2.2 Vision-Mission-Value-Culture 2. SITUATIONAL ANALYSIS 3.3 Stakeholder matrix analysis 3.4 TOWS matrix 3. ISSUES (400) 4.5 Micro issues 4.6 Macro issues 4. SUSTAINABLE PRACTICES (600) 5. IMPACTS (600) 6.7 On the organization (8 JA, 1 Framework) 6.8 On the guest experience (8 JA, 1 Framework) 6. CHALLENGES(400) 7. RECOMMENDATIONS- STRATEGIC PLANNING- Grant Chart(200-250) 8. CONCLUSION (250) APPENDICES 1. INTRODUCTION 1.1 Overview of MGM Resorts International 1986 2000 2010 1986 2000 2010 MGM was incorporated as an company MGM was incorporated as an company MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Mirage changed into MGM Resorts International MGM Mirage changed into MGM Resorts International Figure 1. Timeline of MGM Resorts International (Bolton 2014) MGM Resort International (MGM), which is based in Nevada, USA, is one of the global leading companies in hospitality and entertainment industry. (Bolton 2014). It owns and operates 13 properties across the world, some of which are MGM Grand, Bellagio, Mandalay Bay, Mirage and holds 50% investments in four other properties including CityCenter. Besides, MGM has 51% interest in MGM China Holdings Limited owning...
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...COLLEGE OF HUMANITIES Centre for Area and Cultural Studies (CACS) Minor in Area and Cultural Studies, Part 1: Introduction to Area and Cultural Studies _____________________________________________________________________________________________________ What are the implications of the government in entrepreneurship? -‐ A dive into the Swiss and Chinese situation. POPADIC Jovan, Information Systems Lausanne, academic year 2015 1. Introduction Entrepreneurship has been a widely addressed topic in the 20th century and many renowned economists have studied the subject. Schumpeter, who might be the most famous, links entrepreneurship to innovation and emphasizes on the importance of the entrepreneur in the economic development. Like Schumpeter, Clark (1899), Higgins (1959) or Leibenstein (1978) have studied the role of the entrepreneur ...
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...EXECUTIVE SUMMARY Jollibee Foods Corporation (JFC) is the parent company of Jollibee, a fast-food restaurant chain based in the Philippines. Among JFC's popular brands are Jollibee, Chowking, Greenwich, Red Ribbon, Manong Pepe's and its recently acquired local fast-food Mang Inasal. Since its inception, Jollibee has become an increasingly profitable fast-food chain with 1,921 (Jollibee 702, Chowking 406, Greenwich 221, Red Ribbon 215, Delifrance 23, Mang Inasal, Manong Pepe 15) store branches in the Philippines and 395 in other countries employing 29,216 workers. Including all its brands, JFC has 1,804 stores worldwide and total sales of more than Php 52 billion as of December 2010. Despite owning 52% of the total local Quick Service Restaurants, the competition with its rival firms is still stiff. The source of rivalry stems from price wars and marketing innovations. The rivalry is also centered on the KSFs (Key Success Factors) of the industry, which are good food, good service and reasonable pricing. Rivals are somewhat equal in capabilities and opportunities, thus making the competition stiffer. Moreover, standardization of service contributes to the intensity of rivalry. INTRODUCTION Fast food, also known as Quick Service Restaurant (QSR) is the term given to food that can be prepared and served very quickly. While any meal with low preparation time can be considered to be fast food, typically the term refers to food sold in a restaurant or store...
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...3: The Arts sector …………………………………………………………. 30 Chapter 4: Publishing, Reading and Writing ………………………………………. 39 Chapter 5: The audio-visual sector ………………………………………………… 43 Chapter 6: Heritage Management and Promotion………………………………….. 47 Chapter 7: Mauritius, an Artistic and Cultural Island City- ACIC………………… 51 Chapter 8: Developing synergies…………………………………………………… 56 Chapter 9: Arts and Culture: the cement of our nation …………………………….. 61 Chapter 10: Conclusion - Arts and Culture make Mauritius a haven ……………...63 Message of the Prime Minister Culture is connecting with development and is poised to become a fundamental component of sustainable development. This White Paper sets the stage for a revival of arts and culture in Mauritius. My government sees arts and culture as an important lever of social integration and as an industry that can offer employment potential and wealth creation opportunities. While culture in the abstract is a set of mental constructs, it is rooted in a place at a moment in history and is always local. However, we often forget that it is a renewable...
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...Healthy: A Growing Market The Subway chain is the most well-known of the quick service restaurant (QSR) sub industry. All five of Subway’s similar competitors combined do not come close to the 27,021 locations that Subway currently owns in the United States; Quiznos has 5,200 locations (Quiznos, 2015), Firehouse Subs owns 850 locations (Firehouse Subs, 2015), Jimmy Johns has approximately 2,000 locations (Jimmy John's, 2015), Jersey Mike’s has 1,300 locations (Jersey Mike's, 2015), and Charley's Grilled Subs has over 500 locations (Charley's, 2015). The Subway chain is indisputably the world’s largest submarine sandwich chain with over 43,000 locations around the world (SUBWAY, 2015) and a brand value of $6.6 billion (Forbes, 2014). In this paper we will discuss how the Subway brand came to be so successful, what marketing strategies were used properly in the process, and conclude with what marketing strategies should continue to be implemented and what marketing strategies should be improved in order for Subway to maintain its success in the QSR industry. Background Information The “How” In 1965, 17 year old Fred DeLuca needed a way to fund his tuition to become a medical doctor. With a $1,000 loan from soon-to-be business partner Dr. Peter Buck, Fred founded Pete’s Super Submarines, known today as Subway Restaurants. The first store was opened in Bridgeport, Connecticut in August, 1965 with the future goal of opening 32 stores in 10 years (SUBWAY, 2015). Their biggest concern...
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...GURU NANAK KHALSA COLLEGE OF ARTS, SCIENCE & COMMERCE APPLE INC. APPLE INC. formerly Apple Computer, Inc., is a multinational corporation that creates consumer electronics, computer software, and commercial servers Under the supervision of: Sameer Velankar Index Serial No. Particulars Page No. 1. Introduction 2. History 3 Management Board Steve Jobs 4. Apple Products 5. Apple’s comeback 6. Small Solutions & Alternatives 7. i Products 8. Acquisitions 9. SWOT Analysis 10. SWOT Analysis Conclusion & Recommendation 11. Strategic Management the Steve Jobs Way 12. PORTER’S Five Forces 13. Microsoft, Apple & Google 14. Fundamental Analysis 15. Financial History 16. Graph Analysis 17. Case Study: Apple’s lawsuit on Samsung, what happened? 18. The components of the lawsuit 19. Bibliography Apple Computer, Inc. The idea fell from a tree, literally. Steve Jobs had returned from visiting a commune like place in Oregon located in an apple or hard. Apple co-founder and jobs pals, Steve Wozniak ,picked him up from the airport. On the drive home, Jobs simply said “ I came up with a name for our company- Apple”. Wozniak said they could have tried to come up with more technical sounding names but their vision was to make computers approachable. Apple fits perfectly. INTRODUCTION APPLE INC.. , formerly Apple Computer, Inc., is a multinational corporation...
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...Proceedings of the Fourth International Annual Conference of the Asia Pacific Academy of Business in Society Sustainable Decision-Making in a Time of Crisis Public and Private Perspectives Malcolm McIntosh and Susan Forbes Authors Malcolm McIntosh Director, Asia Pacific Centre for Sustainable Enterprise Susan M Forbes Adjunct Research Fellow, Asia Pacific Centre for Sustainable Enterprise © 2011 Asia Pacific Centre for Sustainable Enterprise Published by Asia Pacific Centre for Sustainable Enterprise Griffith Business School Griffith University, South Bank campus 226 Grey Street, South Brisbane Queensland, 4101 Australia www.griffith.edu.au/business-commerce/sustainable-enterprise All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner. Copyright rests with the individual authors. ISBN 978-1-921760-45-7 Foreword The conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis and from rethinking global governance. The conference preceded the Asia-Pacific Economic Cooperation (APEC) 2010 Meetings and Summit (7-14 November in Yokohama, Japan) and coincided with the 10th anniversary of the United Nations (UN) Global Compact, and the UN Year of Biodiversity. Given the birth of the G20 group of nations, the...
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...CONTENTS 1 2 3 4 5 6 Abbreviations/Definitions Code of Conduct and Ethics for Students Important Academic Rules Scheme of Studies Important Notes Detailed Syllabus 1 2 3 17 19 20 Lingaya’s University, Faridabad ABBREVIATIONS/DEFINITIONS "AC" means, Academic Council of the University. "BOM" means, the Board of Management of the University. "BOS" means, the Board of Studies of the Department. “CAU/AUC-option” CAU/AUC means change from Credit to Audit option / change from Audit to Credit option "Class/Course Committee" means, the Class/Course Committee of a class/course. "Course" means, a specific subject usually identified by its course-number and course-title, with a specified syllabus / course-description, a set of references, taught by some teacher(s) / course- instructor(s) to a specific class (group of students) during a specific academic-semester / semester. “Course Instructor" means, the teacher or the Course Instructor of a Course. "Curriculum" means the set of Course-Structure and Course-Contents. "DAA" means, the Dean of Academic Affairs. “DAAB” means Departmental Academic Appeals Board. “DEC/PEC” means Dissertation Evaluation Committee / Project Evaluation committee. “Department” means a group in the University devoted to a specific discipline also called a School. Department and School are used interchangeably. "DSA" means, Dean Student Affairs. “ESE” means End-Semester Examination “EYE” means End-Year Examination. "Faculty Advisor/Class Counsellor”...
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...ENTRY STRATEGY INTO VIETNAMESE ENVIRONMENTAL MARKET A CASE STUDY OF ALTECH ENVIRONMENT PTE LTD by Dang Tran Bao Hanh A research study submitted in partial fulfillment of the requirements for the degree of Master in Business Administration Examination Committee Dr. Do Ba Khang (Chairman) Dr. Fredric W. Swierczek Dr. Lalit M Johri Nationality Vietnamese Previous degree Graduate Diploma in Business Administration SAV Program Scholarship Donor Government of Switzerland/ Swiss Agency for Development and Cooperation (SAV program) Asian Institute of Technology School of Management Bangkok, Thailand April, 2000 Acknowledgment It is a rare pleasure for me to express my profound gratitude and thanks to Dr. Do Ba Khang, advisor to this research, for his valuable guidance, explicit direction, and encouragement throughout this research. I also want to give my sincere thanks to Dr. Fred and Dr. Johri for serving as members of the examination committee together with their constructive and useful advice. My acknowledgements are due to Swiss - AIT - Vietnam Management Development Program and Swiss Government who gave me a great chance to participate in MBA study by providing financial support. My special thanks also go to the management of Altech Pte Ltd Company, especially Mr. Goh Boh Chung, for providing me helpful information and giving...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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...Globalisation, challenges and changes Ian Brooks, Jamie Weatherston and Graham Wilkinson Learning outcomes On completion of this chapter you should be able to: understand the impact of globalisation; understand the move towards greater dynamism, complexity and uncertainty (turbulence) in the international business environment of most firms; speculate about the future prospects for organisations, individuals, governments and groups in society as a result of environmental turbulence; outline the nature of chaotic and turbulent environments and the implications of these for long-term planning and flexible working; reflect on the differences between predictable and unpredictable change and the implications of this for organisations; understand the characteristics of the advantages and drawbacks of flexible working; discuss the influences that the changing international business environment and, in particular, the trend towards flexible working, have upon individuals and groups in the social community; explore environmental scenarios; discuss the future role of government and understand the environmental forces acting on public sector organisations. Key concepts dynamism, complexity, uncertainty and turbulence predictable and unpredictable change chaos theory futurology long-term planning environmental scenarios and planning flexible working demographic time bomb social inclusion and exclusion interventionist and laissez-faire government. Chapter...
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