...What reasons did each company give for the merge or acquisition? * Microsoft need to keep its momentum * Compared to Google’s Android with 79% and Apple’s iOS with 14% which hold the major shares of global market, Microsoft Windows Phone only holds 3% of the global market (Spainier, 2013).. * Due to the main sales of Windows Phone are came from Nokia hardware, the direct control of Nokia’s resources is the best way to utilize this momentum (Vincent, 2013). * Unifying hardware and software * Microsoft is able to have better integration of handsets with Windows Phone 8 that they can keep the production of both hardware and software internally through the direct control such as Apple Inc. (Vincent, 2013). * The programmers will not be required to code and re-code the software to work on different systems; and thus the latest version of the software is encouraged to be updated for ensuring the consistent of user-experiences (Vincent, 2013). * Consequently, Microsoft is capable of earning greater trust for its brand in the global market. Was it a marriage of equals, or did a larger partner absorb a far smaller one? * Acquisition * Microsoft has absorbed Nokia's phone business for $7.2 billion (Ando & Rigby, 2013). Do the articles identify internal issues managers had to deal with following the merger or acquisition? * 60% of Nokia’s employees will be retained (Belvedere, 2013). * Chief Executive Officer (CEO) of...
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...Introduction Kotler (1996:284) describes brand equity as the value of a brand based on the extent to which it has high brand loyalty, name awareness, perceived quality, strong brand associations, patents and trademarks and The Wall Street Journal (2010:1) ranked the top five brands as Coca cola, IBM, Microsoft, Google and General Electric. Coca cola Bilaras (2012:1) maintains that Coca cola built its brand equity by adapting a global marketing strategy, which considered the whole world as a single market. The reason behind this global focus was that they viewed their product as one that can be used by everyone irrespective of age and gender. To achieve this, Coca cola created an efficient and extensive distribution system throughout the world. According to the company’s 2010 review, it managed to build its brand equity by establishing a close relationship with its bottling partners who work closely with customers to execute localized strategies developed in partnership with them. Through effective collaboration, they are able to sell Coca cola products to consumers at a rate of 1.7 billion servings a day. Coca cola’s brand equity growth is also attributed to its expanded brand variety of products like diet coke, sprite, Fanta, Minute Maid and others to appeal to a wider demographic, asserts Bilaras (2012:1). This resulted in consumers viewing coke as a part of life, leading to a high degree of brand loyalty, and growth. Growth in brand equity was also realised through advertising...
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...Overview Country: France Industry: Cosmetics/Retail Customer Profile L’Oréal is the global brand leader for cosmetics, luxury goods, and skin care products distributing in 130 countries on five continents. With 18 global brands, L’Oréal recorded €14,533 million (U.S. $17,589 million) sales in 2005. Business Situation L’Oreal decided to implement a company-wide customer relationship management (CRM) system. It wanted to combine the product-centric marketing approach with a greater focus on the customer. Solution Working with Siebel, and advised on the architecture by Microsoft® Services, L’Oréal standardised on Siebel CRM and Analytics software running on Microsoft Windows Server SystemTM Engineered and Microsoft SQL ServerTM 2005 database. Benefits ■ Strengthens customer brand loyalty ■ Direct mail costs down up to 57 per cent ■ Targeting gives response rate of up to 62 per cent ■ Consistent view of customer across multiple channels ■ Fast time to market for new campaigns | | |“With the Siebel solution running on Microsoft Windows, we achieved a 57 per cent decrease in the volume of direct mail on one promotion. Through more accurate targeting, we achieved a remarkable 62 per cent response rate.” Daniela Giacchetti, Head Customer Strategy Officer, L’Oréal | | | | | |L’Oréal, the world’s largest global beauty, skin care, and cosmetics company wanted to broaden the | | ...
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...1 Table of Contents Executive Summary ............................................................................................... 3 Intro ...................................................................................................................... 4 Issues & Outlook Profile ......................................................................................... 6 Mission and Strategy ........................................................................................................................................ 6 Key Issues .............................................................................................................. 8 Slow to Innovate ................................................................................................................................................. 8 PC Market in Decline ........................................................................................................................................ 8 Mobile Device’s Poor Performance ............................................................................................................ 9 The External Environment .................................................................................... 10 PESTEL Analysis ............................................................................
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...Microsoft Strategic Initiative The ability to compete and maintain a higher level of success derives from strategy and financial planning. One corporation has distinguished itself among the best as one of the most successful in its industry as well as one of the world’s most profitable empires. Microsoft is the epitome of what strategic and financial planning can do if done properly. Team B has comprised a paper that will discuss one of the initiatives Microsoft has embraced and illustrate the affiliation involving strategic and financial planning as applied to their initiative. YouthSpark is one of Microsoft’s initiatives to empower the youth of today. They provide mentorship and the necessary skills sets to accomplish their future goals. Many corporations set their goals primarily on profit and do not consider them-selves a corporate citizen. Corporations have a social and ethical reasonability to the communities they reside in and should take initiatives to give back to its community. Initiative and financial planning Microsoft believes that social and economic opportunity go hand in hand. Investment in corporate citizenship programs like YouthSpark increases shareholder value (Microsoft, 2013a). Recent research confirms the correlation that incorporating corporate social responsibility into business planning has financial benefits that increase shareholder value and enhances long-term operating performance in areas related to return on assets and net profit...
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...Dell Inc. is a global computer technology company that manufactures and sells PC, tablets, workstations and displays. Dell practices “Direct Business Model” that involves selling products directly to customers without intermediaries. Developed by founder and current CEO Michel Dell, this business strategy has proved to be highly effective in terms of gaining significant cost advantage in competition. Post navigation← PreviousNext → Dell Porter’s Five Forces Analysis Posted on September 1, 2015 by John Dudovskiy Porter’s Five Forces analytical framework developed by Michael Porter (1979)[1]represents five individual forces that shape the overall extent of competition in the industry. These forces are represented below: Porter’s Five Forces Threat of new entrants to consumer electronics industry is not significant due to cost and financial, knowledge and technological barriers. However, it is important to note that new businesses may overcome these barriers if they are able to introduce new products to the market based on innovative concepts. Large players such as Dell, Apple, HP, Samsung and Acer derive extensive benefits from the economies of scale and this fact represents an additional entry barrier to the consumer electronics industry. Bargaining power of buyers is immense due to the abundancy of offer and little differentiation amongst products. Moreover, there are usually no additional costs for Dell customers to switch to the competition and the majority...
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...08 Fall 08 Fall A LOOK INTO IMPROVING BING’S BRAND IMAGE USING CAUSE BRANDING STRATEGIES Sheri Quek (14333) LASALLE College of The Arts BADCN3C A LOOK INTO IMPROVING BING’S BRAND IMAGE USING CAUSE BRANDING STRATEGIES Sheri Quek (14333) LASALLE College of The Arts BADCN3C The birth of Bing was supposed to mark the advent of a new competitive era amongst search engines. Through its evolutionary stages, from the humble beginnings of MSN Search to the revamped Bing, Microsoft have been preparing for their default engine to generate a larger share search engine oligopoly – one in which Google holds an overwhelming power in. Ultimately, Bing failed because of a wide variety of reasons, most notable of which had to do with the brand loyalty and association people had with Google and the lack of trust as well as the negative image that Bing had generated through its head-on collision with Google in the ‘Bing It On’ campaign where they made constant comparisons to the search giant in an attempt to portray Google’s lack of proficiency; and the emergence of news about them copying Google’s search results (Singel, 2011). Brand loyalty is very much based on the establishment of trust consumers have for the particular brand (Sirchuk, 2012) and companies like Google target this aspect by aiming to become a “brand for life” (Oneto, 2013). They (Google) allowed consumers to see how the brand could play a part in every stage of a person’s life and this in particular is crucial especially...
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... Adam Jackson Team #1 September 23rd Critical Issues HTC must address the following issues in order to build its global market share: * Branding Strategies * Research and Development Department * Second Mover Strategies * Balance of Microsoft and Android * Loss of support from Shareholders The issues stated above indicate how HTC has conducted inefficient marketing strategies. HTC’s marketing budgets grew by 78.75% in 2010 from 2009, this has helped their global market share grow by approximately 129%. In addition, the variation of operating systems HTC provides to must be addressed as precedent from competing companies have proven success in exclusivity of utilizing one OS. The various networks offered from the HTC devices has pushed them to also open multiple research and development centers which has substantially increased their selling and marketing costs by 139.43%. The research and development centers has pushed HTC to become an innovator, by releasing the newest technologies; their decision to reject the ‘me-too’ strategy has created huge opportunity costs for them. Each dollars of equity is supported by $2548 of assets, which generated a correlating $1440 in sales, which generated a net profit margin of 14.37% Analysis Branding Strategies Aside from the “Quietly Brilliant” advertising campaign, HTC has yet to really Brand themselves effectively. This is most likely stemming from HTC’s ODM history where they never had to market their products...
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...Organizational Analysis Microsoft is a technology leader focused on helping people and businesses throughout the world realize their full potential. Microsoft Vision According to the Microsoft web page global diversity and inclusion are integral parts of Microsoft’s vision, strategy and business success. In essence is the recognition of the fact that leadership in the global market place requires a corporate culture and business environment where the best and brightest diverse minds with varied perspectives, skills and experience work together to meet the consumers demand. This culture attracts, develop and retain the best talents out there. It also aids Microsoft to be more innovative in developing their products and services and lastly but not the least serve the needs of an increasing global and diverse customer and partner base.[1] According to Steve Ballmer CEO Microsoft has its vision as “to help people and businesses throughout the world realize their full potential.” The animating vision for the company is not to build a brand new world; it is simply, to build Microsoft. Microsoft Mission Microsoft has its mission as to provide full commitment to its customer. They deliver this by striving to create technology that is accessible to everyone of all ages and abilities. Microsoft is one of the industry leaders in accessibility innovation and in building products that are safer and easier to use. Values/Philosophy Microsoft as a company, and individual, value integrity...
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... 5 2.1 Industry Life Cycle............................................................5 2.2 Market Analysis....................................................................6 2.3 PESTEL.................................................................................7 2.4 Porters 5 Force ....................................................................8 2. Internal Analysis 9 2.1 Microsoft Competency Framework....................................9 2.2 Microsoft VRIN Framework.................................................10 2.3 Microsoft Strengths and Weaknesses ..............................10 2.4 Nokia Competency Framework...........................................11 2.5 Nokia VRIN Framework........................................................12 2.6 Nokia Strengths and Weaknesses......................................12 3. Issues and Challenges 13 3.1 Microsoft’s Issues................................................................13 3.2 Nokia’s Issues..................................................................
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...case: Who: maverick carter, CEO of LRMR What: which video game endorsement opportunity to choose for LBJ to get him to be a Global Icon and Billionaire: 1. Electronic Arts (EA) 2. 2K Games 3. Microsoft Where: Cleveland When: Late 2008 Why: Move from Goodwin (IMG) to Carter to May 2005 -> Need to prove value of agent How: 1. Partnerships 2. Ownership of brand Criteria for Evaluating Endorsements Criteria EA 2K Microsoft 4.Compensation 1x4=4 3x4=12 2x4=8 1.Time commitment 3 2 1 2.Level of exposure 3=6 2=4 1=2 3.Flexibility/control 1=3 2=6 3=9 Stage of career lifestyle Don’t adjust so that it fits your wants** -if there are numbers in the case you have to do the quantitative case. Total: EA: 16 2K:20 Microsoft:24 After changing the qualitative case it is Total: EA: 16 2K:24 Microsoft:20 -How would you describe the LBJ brand? -What would be your approach to marketing LBJ as Carter? -What are the challenges and risks associated with marketing athletes such as LBJ? Why would LBJ use LRMR? -trust -relationship -ownership: personal input and ability to control his own brand -larger profits for LBJ and equity ownership/profit sharing -carter worked with nike before -emphasis on partnerships vs transactions (eg. Kim kardashian) -focus and dedication to LBJ Cons: -lack of scale, resources and relationships with global companies -business model is direct from athlete to firms vs. use of agents and salespeople -lack portfolio of sports related...
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...Individual research Project on Microsoft Corp. Lise Agnant 3144417 Microsoft Trend and Comparative Financial Analysis Liquidity Microsoft’s liquidity ratios depict that the company’s performance is aligned to meet its current obligations. The company has a Current Ratio of 2.50 which is on par with the industry average. This measure signifies that the company is operating at the same level as its competitors at maintaining short-term solvency. With regards to its Quick Ratio, Microsoft is currently showing a lower ratio than the industry average of 3.35. This lower ratio (2.45) is due to the increase in the company’s inventory during Q4. This increase can be attributed to the company anticipating a rise in sales for the Q1 and Q2 holiday season. Looking at Microsoft’s Q2 and Q3 quick ratio (3.17 and 3.22 respectively), it is evident that the company is performing at a level equivalent to its competitors in the industry. Asset Utilization Microsoft’s Asset Management Ratio’s predict that the company is not effectively and efficiently utilizing its assets. There is a large variance between the Fixed Asset Turnover ratio between Microsoft and the industry average. Microsoft Corp.'s inventory turnover deteriorated from Q2 2014 to Q3 2014 and from Q3 2014 to Q4 2014. The company is currently holding more in Fixed Assets than other competitors...
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...1997 by three business people and technology enthusiasts Cher Wang, HT Cho and Peter Chou. The founders took the roles of Chairwoman, Director of Board and Chairman of HTC Foundation, and President and CEO respectively. At the initial period of business HTC was mainly involved in partnerships with companies like Compaq, Dell and HP designing and building PDAs (personal digital assistants) for them. The most innovative and acclaimed products of these brands HTC was closely involved in include Compaq iPAQ, Treo 650, O2 XDA, and Orange SPV (Hi, we’re HTC, 2010) The company was introduced to the public as an independent brand starting from June 2006, and manufactured its first own brand product HTC Touch, which is claimed to be by the company a first finger-friendly touch-screen smartphone in June 2007. Today HTC boasts with its popular products as Touch Diamond, Hero, HD2, HD Legend, and Desire, and has been ranked by Business Week as the second best performing technology company in Asia in 2007, and third place in Business Week Global listing in 2006. Internal and External Factors that Affected the Evolution of HTC There are set of internal and external factors that have affected to the evolution of HTC. One of the main internal factors that have affected the evolution of HTC does...
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...Apple Kompanija je osnovana 1. aprila 1976. godine od strane Steve Jobs-a, Steve Wozniak-a i Ronald Wayne-a. Za razliku od mnogih kompanija čiji su počeci bili u garažama, Apple-ova prva „kancelarija“ se nalazila u jednoj spavaćoj sobi u Los Altos-u. Pre nego što su osnovali Apple, sva trojica osnivača su radila za Atari. Apple-1 sa ispisanim „Byte into an Apple“ je prvi personalni računar koji je kompanija prodala za 666.66 dolara. Bio je dizajniran i ručno napravljen od strane Woznik-a. 3. januara 1977. godine, Apple postaje korporacija ali bez svog suosnivača Ronald Wayne-a, koji je svoj deo kompanije prodao Jobs-u i Wozniak-u za 800 dolara. Prvi logo kompanije Apple je dizajnirao Ronald Wayne. Na prvom logou bio je prikazan Isak Njutn kako sedi ispod jabokovog drveta kada je otkrio gravitaciju; okolo ivica logoa bila je ispisana pesma „Newton...a mind forever voyaging through strange seas of thought.“ Ime Macintosh dolazi od imena vrste jabuka. Ron Janoff je 1977. godine redizajnirao logo. Jedinu instrukciju koju je dobio od Jobs-a je bila „nemoj da bude sladak.“ On je tada ponudio dva dizajna, jedan sa griznutom jabukom i jedan bez. Svima nam je dobro poznato koji je Jobs izabrao. Prema urbanoj legendi, razlog zbog koga je izabrana odgrizena jabuka je bio odavanje počasti kompjuterskom geniju Alan Turing-u koji je izvršio samoubistvo tako što je zagrizao otrovnu jabuku. Apple-ov prvi kompjuter grafičkim korisničkim interfejsom (GUI) je nazvan Apple Lisa. Glasine su...
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...EXPANDED RESEARCH PROPOSAL SUBMITTED BY TEAM D MICROSOFT A COMPUTING GIANT. A CHANGE IN EFFORT THE ORGANIZATION. WHAT WENT WELL? WHAT WENT WRONG? WHAT SHOULD THEY HAVE DONE? A CASE STUDY OF MICROSOFT COMPANY LEADERRSHIP AND ORGANIZATIONAL BEHAVIOR (MANAGEMENT 591) PROFESSOR: ANITA SPECTOR TABLE OF CONTENTS 1. INTRODUCTION TO THE COMPANY…………………………………………………………………………………..2 1.0. MICROSOFT: A COMPUTING GIANT 1. O.1. WHO IS MICROSOFT 1.0.2. WHO STARTED MICROSOFT 1.0.3. BILL GATES: HARVARD DROP-OUT 1.0.4. THE BIRTH OF MICROSOFT 1.0.5. THE ORIGIN OF THE NAME MICROSOFT 2. MICROSOFT'S OPERATING SYSTEM…………………………………………………………………………………..4 2.0. AN OPERATING SYSTEM 2.1. MICROSOFT MOUSE 2.2. WINDOWS 2.3. MICROSOFT OFFICE 2.4. INTERNET EXPLORER 2.5. XBOX 3. PRELIMINARY PROBLEM STATEMENT………………………………………………………………………………6 3.0 CHANGE IN TECHNOLOGY 3.0.1. FINANCIAL HIGHLIGHTS 3.1. CHANGE OF PRODUCTS 3.1.1. BRAND LOYALTY 3.1.2. BRAND REPUTATION 3.1.3. EASY TO USE SOFTWARE 3.1.4. STRONG DISTRIBUTION CHANNELS 3.1.5. ROBUST FINANCIAL PERFORMANCE 3.1.6. ACQUISITION OF SKYPE 3.1.6-1. POOR ACQUISITIONS AND INVESTMENTS 3.1.6-2. DEPENDENCE ON HARDWARE MANUFACTURERS 3.1.6-3. CRITICISMS OVER SECURITY FLAWS 3.1.6-4. MATURE PC MARKETS 3.1.6-5. SLOW TO INNOVATE 4. TIME PRICE AND SERVICE CHANGES……………………………………………….10 4.0. WHO IS AFFECTED 4.1. WINDOWS 10 5. Conclusion……………………………………………………………………………12 ...
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