...NAME: ZANNATUL FERDOUS COURSE: G C E APPLIED BUSINESS UNIT TITLE: INTERNATIONAL DIMENSIONS OF BUSINESS UNIT NUMBER: 12 INTERNATIONAL DIMENSIONS OF: COSTA COFFEE COFFEE AROMA * Acknowledgement | 3 | * Summary | 4 | * 12.1- Investigation of two businesses with international and European presence * Name of the organisation * Operating Profit * Main Activities * Legal Format * Type of Business * Target Market * Industry * Business Sector * Product Range * Aims and Objectives * Type of Competition * Similarities and Differences Between the Businesses * Why businesses become international * How businesses meet their aims and objectives by being international | 5 | * 12.2- Research and Analysis of the Factors for Business having an International presence * Strategic Objectives * Theory of Comparative Advantage * Impact on host country when business is setting up and trading * Incentives by host country to business * Impact of business activities on competitors, customers, suppliers and business itself * Effectiveness of international business | 26 | * 12.3- Explore the dynamics of international organizations on one chosen business in a globally competitive environment * How EU and WTO affect the international business * Benefits of membership * Limitations of membership | 30 | * 12.4- Examine and evaluate the growth and influence of multi-national...
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...INDIAN FOOD RETAIL SECTOR IN THE GLOBAL SCENARIO Vijay Anand1 & Vikram Nambiar2 (The figures indicated with reference to revenues of unlisted companies are based on press information and other sources of information that are not published and therefore, may not be accurate) GLOBAL RETAILING INDUSTRY The latter half of the 20th Century, in both Europe and North America, has seen the emergence of the supermarket as the dominant grocery retail form. The reasons why supermarkets have come to dominate food retailing are not hard to find. The search for convenience in food shopping and consumption, coupled to car ownership, led to the birth of the supermarket. As incomes rose and shoppers sought both convenience and new tastes and stimulation, supermarkets were able to expand the products offered. The invention of the bar code allowed a store to manage thousands of items and their prices and led to 'just-in-time' store replenishment and the ability to carry tens of thousands of individual items. Computer-operated depots and logistical systems integrated store replenishment with consumer demand in a single electronic system. The superstore was born. On the Global Retail Stage, little has remained the same over the last decade. One of the few similarities with today is that Wal-Mart was ranked the top retailer in the world then and it still holds that distinction. Other than Wal-Mart’s dominance, there’s little about today’s environment that looks like the mid-1990s. The global economy...
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...CHAPTER 1: INTRODUCTION AND RESEARCH METHODOLOGY Chapter 1: Introduction and research methodology 1.1 Introduction: The subject chosen for the project is consumer behaviour and a preference in the matter of retail stores. Sangam Direct is a non-store home delivery retail business under Wadhawan Holdings. It offers consumers the facility to place their orders through the Website or Phone and Sangam Direct will home deliver the products at the appointed date and time. This project will deal with understanding their existing consumers’ preferences and behaviour while food and grocery shopping which will help them to serve its customers in a better way by making the required changes in their way of working according to the responses recorded during the study. 1.2 Objectives of study: • To understand consumer profile. • To understand consumer preferences. • To know the frequency of purchase by the customers from Sangam Direct. • To obtain customer feedback for providing better service. • To provide recommendations to the company to provide greater satisfaction to existing customers to retain them. 1.3 Scope of Study: This study will provide us information on Sangam Direct’s existing customers’ profile with respect to their psychographics, behaviour and demographics. It will also provide Sangam Direct with information which can help them retain its customers by acting as per the customer feedback and suggestions which don’t cost much. It can also be used as reference...
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...1. INTRODUCTION 1.1 Statement of Problem A study has been conducted in order to understand the Customers and Dealers opinion and satisfaction level of MAK LUBRICANTS In Mumbai, research titled “Potential Study on Lubes in the Bazaar Sector” and its role in building Brand Equity for the company” has been conducted. 1.2 Importance of the Study In this competitive arena Lubricants plays a vital role so the Lubricants Industries are a major source. MAK have to compete with various players like Veedol, Gastrol, Lal Ghoda, Shell, Gulf and the local brands with their stringent rules and regulations. Hence, in order to understand about the customers and dealer requirements their likes and dislikes preference is sine-quo-non-for MAK. 1.3 Objectives ➢ To ascertain the customers preferences of MAK Lubricants. ➢ To ascertain the customers satisfaction level for MAK services. ➢ To analyze the customers opinion and satisfaction with special reference to MAK ➢ To suggest some guidelines to MAK in order to provide better focussed services. ➢ To determine the status of brand awareness and brand loyalty in order to conclude about brand equity. ➢ To learn about the brand attributes and their preferences in MAK. 1.4 Scope of the Study: ➢ This project gives me great exposure to the Lubes market because...
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...8 A CPP Report TITLED ‘GODREJ FOOD LTD’ For fulfilling the requirement of the award of degree of BBA Subject: CPP (IMS-206) Under the supervision of Dr. RAJAN SHARMA Assistant professor Submitted to: - Submitted by:- The Director RAVINDER SINGH MBA 5 Year 3rdSeM Roll No. 12 Registration No.14UIM6 Institute of Management Studies Kurukshetra University Kurukshetra Sept.2015 DECLARATION I, Ravindersingh hereby declare that I have completed the report entitled assigned to me by the Institute, to be submitted in the partial fulfillment of the MBA 5 Year Degree from Kurukshetra University. Further, I declared that this is original work done by me and the information provided in the study is authentic to the best of my knowledge and belief. Signature RAVINDER SINGH ACKNOWLEDGEMENT In this project, I have made an honest and dedicated attempt to make the Project Report so easy to understand for a person who is willing to get knowledge about the ‘HOMESHOP18’. I am deeply indebted to my esteemed teacher & our chairman Prof. , K.U.K., because he gave me opportunity of making project report. I am also thankful to my lecturer as well as my supervisor (Guide) Dr. RAJAN SHARMA...
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...HBR.ORG The Globe Coca-Cola lines a shelf at a supermarket in Shanghai in May 2009. The New Rules of Globalization PHOTOGRAPHY: AP IMAGES As more countries rethink their priorities, multinationals must proceed with caution. by Ian Bremmer I n the past few years, Pfizer has encountered globalization’s new phase. As part of the Indian government’s efforts to make medicine accessible to as many people as possible, in February 2013 India’s Patent Office revoked Pfizer’s patent for the cancer drug Sutent and granted a domestic manufacturer, Cipla, the right to produce a cheaper generic version. India’s Intellectual Property Appellate Board has since set aside the decision and has directed the Patent Office to reassess the case. In China, meanwhile, the government has been slashing drug prices to reduce health care costs. Beijing established price ceilings on essential drugs in 2009 and lowered the ceiling by around 30% in 2011, and it has pledged to expand the list of essential drugs to more than 500 medications by 2014. Such moves pose major risks for a multinational company like Pfizer: Lower prices create disincentives for quality control, and China’s hospitals, which rely on drug sales for profits, are pushing inexpensive locally made products. Until 2008 going global seemed to make sense for just about every company in the world. Western markets were extremely competitive, population expansion had slowed and incomes had flattened...
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...these players control the major share of the consumer durables market. Consumer durables market is expected to grow at 10-15% in 2007-2008. It is growing very fast because of rise in living standards, easy access to consumer finance, and wide range of choice, as many foreign players were entering in the market with the increase in income levels, easy availability of finance, increase in consumer awareness, and introduction of new models, the demand for consumer durables has increased significantly. Products like washing machines, air conditioners, microwave ovens, color televisions (C-TV) were no longer considered luxury items. However, there were still very few players in categories like vacuum cleaners, and dishwashers Consumer durables sector is characterized by the emergence of...
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...is about the market in Pakistan and provides a much clear image of the environmental factors and current situation in the country. The aim of research is to study the opportunities of franchising in Pakistan as well as the challenges that organizations face in the market of Pakistan specially in franchising. The research focuses on the environmental factors, political and social and cultural factors and its impact on the franchising market in Pakistan. The report also focuses on how technology and infrastructure can help in enhancing the franchising market. Moreover this report also focuses on the issue of the purchasing power of people and how it affects the franchising market. Questioners were distributed to the local population of the capital city Islamabad and local business groups who gave a much clear picture of why the market is not expanding rapidly. ACKNOWLEDGMENT My deepest appreciation...
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...About Hindustan Lever Limited Hindustan Lever Limited began operating in India in 1888 with the distribution of its “Made in England” Sunlight detergent. In 1931, when India was still a British colony, Hindustan Vanaspati Limited was formed Published by GlobaLens, a division of the William Davidson Institute at the University of Michigan. Research Assistant Maulin Vakil and Professor Ted London of the University of Michigan developed this case. They thank Vijay Sharma and Rohithari Rajan of Hindustan Lever for their assistance.© 2008, Ted London. Unauthorized reproduction and distribution is an infringement of copyright. Please contact us for permissions: Permissions@GlobaLens.com or 734-615-9553. DO In fact, since 1999 revenues at HLL had remained nearly constant, an outcome stockholders had not welcomed. With this lack of growth, increasing attention was directed to the company’s Millennium Plan an ambitious blueprint outlining the company’s growth strategies for the 21st century. The Millennium Plan was a part of the company’s renewed emphasis on business focus and operational efficiencies. Additionally, a core aspect of the Plan was to identify and nurture businesses of the future. Over 150 new businesses were proposed before the list was narrowed down to nine. These included a foray into drinking water, a plan for network-based marketing (along the lines of Amway) and an entry into retailing herbal therapy products and services through a chain of therapy centers...
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...is our view that India will soon see an inflexion point in rural consumption.1 Mr. K.B. Dadiseth, Hindustan Lever Limited Chairman On August 30, 2004, Hindustan Lever Limited’s (HLL) share price on the Bombay Stock Exchange touched Rs.100.5 (US$ 2.28) - a new low for one of the largest Indian companies by market value (see Exhibit 1). In its Q2 2004 results, HLL’s bottom line had fallen by 43% due to price pressures in its mainstay detergents business. Procter & Gamble, its long-time nemesis, had unveiled a series of price cuts on its leading detergent brands, Ariel and Tide, forcing HLL to respond. As a consequence, operating profit margins, which had peaked in 2002 at 19.6%, declined to 14%.2 Furthermore, although the mergers, restructuring, and operating changes that HLL underwent in the 1990s had helped profits grow through 2003, the company’s top-line growth had remained more or less stagnant over the past few years, causing some analysts to re-align their portfolios. In fact, since 1999 revenues at HLL had remained nearly constant, an outcome stockholders had not welcomed. With this lack of growth, increasing attention was directed to the company’s Millennium Plan - an ambitious blueprint outlining the company’s growth strategies for the 21st century. The Millennium Plan was a part of the company’s renewed emphasis on business focus and operational efficiencies. Additionally, a core aspect of the Plan was to identify and nurture businesses of the future. Over...
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...appropriate products in an affordable way in relatively remote locations. It is our view that India will soon see an inflexion point in rural consumption.1 Mr. K.B. Dadiseth, Hindustan Lever Limited Chairman About Hindustan Lever Limited Hindustan Lever Limited began operating in India in 1888 with the distribution of its “Made in England” Sunlight detergent. In 1931, when India was still a British colony, Hindustan Vanaspati Limited was formed as a 100% subsidiary of Unilever in India. It primarily sold soaps, detergents, and other household products to a select group of affluent consumers, such as British government employees and the Indian elite. In Research Assistant Maulin Vakil and Professor Ted London of the University of Michigan developed this case. They thank Vijay Sharma and Rohithari Rajan of Hindustan Lever for their assistance.© 2008, Ted London. DO In fact, since 1999 revenues at HLL had remained nearly constant, an outcome stockholders had not welcomed. With this lack of growth, increasing attention was directed to the company’s Millennium Plan an ambitious blueprint outlining the company’s growth strategies for the 21st century. The Millennium Plan was a part of the company’s renewed emphasis on business focus and operational efficiencies. Additionally, a core aspect of the Plan was to identify and nurture businesses of the future. Over 150 new businesses were proposed before the list was narrowed down to nine. These included a foray into drinking...
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...Analysis OF SUPPLY CHAIN MANAGEMENT AT BRITANNIA INDUSTRIES Acknowledgement It would be of great pleasure for me to take the opportunity of thanking nearly everybody who had been of great help in the completion of my dissertation. My sincere gratitude goes to MR.KAPIL GARG (DEPPT. OF MANAGEMENT) and MR.MANORANJAN (DEAN). My institute guide, without whose help this dissertation would have seemed impossible. I owe immensely for the minute help that was forwarded to me by friends in my organization. Both of the above mentioned persons supported me incredibly and guided me with suggestions and probation’s for the betterment of my accomplished work. It has been of great learning to be on the job and doing the dissertation simultaneously, which enriched my knowledge and developed my outlook. I am looking forward to continued support from my friends and colleagues in future as well. Only with their encouragement and coorporation. SARITA KUMARI Contents Chapter 1: Introduction -Need of the study - Background Chapter 2: Research methodology -Objectives of the study -Research Methodology (sample size, instrument used, Methods of data collection) Chapter 3: Descriptive work of subtopic on study Chapter 4: Data analysis & Interpretation ...
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...387 From supply chains to value chains: A spotlight on CSR Malika Bhandarkar and Tarcisio Alvarez-Rivero* 1. Introduction Corporate social responsibility (CSR)1 has become a hot topic in boardrooms across the world. Changes in corporate value systems are being driven by pressures from different actors, including governments, consumers, non-governmental organizations (NGOs) and institutional investors (diagram 1). Multinational corporations (MNCs) have operations spread across the globe, relying on both foreign affiliates and arm’s-length suppliers arrayed along global supply chains, many of which encompass developing countries. What then does the growing CSR movement mean for developing country producers? The chapter addresses this question. Diagram 1 Institutional Investor Tier I Tier II Tie r III NonGovernmental Organization Multinational Corporation Supply Chain, consisting of: Consumer Government CSR has relevance to many facets of a corporation’s operations. Strong CSR policies can help to recruit the right people for the job, keep attrition rates low by promoting a “feel good” quotient, improve corporate image, prepare for future regulation, empower “soft” laws (Vogel, 2005, p.162), appease green customers, and convince institutional investors that the corporation is following sustainable practices that positively impact the bottom line. * Policy Integration and Analysis Branch, Division for Sustainable Development, UNDESA...
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...Multinational Corporations and Foreign Direct Investment This page intentionally left blank Multinational Corporations and Foreign Direct Investment Avoiding Simplicity, Embracing Complexity Stephen D. Cohen 1 2007 1 Oxford University Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New Delhi Shanghai Taipei Toronto With offices in Argentina Austria Brazil Chile Czech Republic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore South Korea Switzerland Thailand Turkey Ukraine Vietnam Copyright # 2007 by Oxford University Press Published by Oxford University Press, Inc. 198 Madison Avenue, New York, New York 10016 www.oup.com Oxford is a registered trademark of Oxford University Press 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, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Cohen, Stephen D. Multinational corporations and foreign direct investment: avoiding simplicity, embracing complexity / Stephen D. Cohen. p. cm. Includes index. ISBN-13 978-0-19-517935-4; 978-0-19-517936-1 (pbk.) ISBN 0-19-517935-8; 0-19-517936-6 (pbk.) 1. International...
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...Ahmedabad e-mail: svenaik@iimahd.ernet.in T he objective of this case is to review Victor India Ltd.’s (VCIL) past decisions and prepare an action plan that will enable the company to survive and grow successfully in the future. VCIL is in three types of cocoa-based product businesses. First is the industrial products business of semi-processed cocoa used in different stages of chocolate manufacturing. Second is the chocolate business where it competes with large, established brands owned by multinational companies. Third is the cocoa-based beverage business. The focus of the case is mainly on VCIL’s cocoa-based beverage business. THE BEGINNINGS The company set up a plant with large production capacities to produce and market chocolates under its own brand name. The capacity utilization for the various product lines in 2000 ranged from 9 per cent to 40 per cent. On closer examination, it is seen that the highest capacity utilization is in the industrial product lines of cocoa bean crushing and cocoa powder (40% and 30% respectively). The capacity utilization for the consumer product lines ranges from 9 per cent for the moulded chocolate line to 23 per cent for the Victor Plus beverage line. Due to the low capacity utilization, especially in its consumer product lines, the company was forced to take up contract work from MNCs for the production of chocolates under the MNC’s brand name. Although not explicitly mentioned in the case, it seems that the company was initially...
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