...Situation Analysis 4 Alternatives 5 Recommendation 9 Action Plan 9 Contingency Plan 10 References 11 Appendix A-B 12 Executive Summary Palliser Furniture (Palliser) is a key player in the highly competitive North American residential furniture market. They are under constant pressure to stay competitive and profitable in an ever changing market place. The volume of furniture solid is highly correlated to new homes sales and the industry has been slow to bounce back from the recession of 2008. Import penetration from countries with emerging economies is putting pricing pressures on domestic furniture manufacturers. To leverage its key success factor of low shipping costs and short delivery times Palliser has focused on strategic locations for their factories by identifying the different target markets for its comprehensive product lines and have made expansion decisions appropriately. Our recommendation is that they continue with their current location strategy as it meets their operation goals and allows them to access the highest number of market segments and is the best strategy to grow the business. In assessing new locations for strategies we recommend the company determine which of their product lines or revenue streams have the highest consumer demand and are the most profitable. Once it is decided which line to expand they need to identify potential locations and decide if they wish to build or use an existing building. They need...
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...Global Trade of Wood and Paper Products Abstract Global trade of wood products is accelerating amid shifting regional production of raw materials. At the same time structural change is occurring in regional production and consumption of finished and semi-finished wood and paper products. Some countries which once were major net exporters of wood products, such as the United States, have become major net importers. Conversely, China, a country that not long ago was a major net importer of wood products, is increasingly dominant as an exporter of value-added wood products such as furniture. What are the reasons behind these shifts in sources of supply and demand for wood and wood products? Direct forces such as population growth and rising socio-economic levels drive demand for wood and paper products. Increasing purchasing power in developing economies empowers consumers, both private and public, to purchase homes, furnishings and accessories. Indirect factors, such promotion of wood, strengthen demand and translate to significant gains in consumption in some markets. Consciousness of climate change and the advantages of wood for products and energy is creating a new impetus for increasing wood products consumption, including wood-derived energy products. Government and industry policies are important market drivers. Government policies can support increased utilization of wood, or can restrict wood in construction when standards favor competitive building materials...
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...not cheated or plagiarized in the process of completing this assignment. If it is found that cheating and/or plagiarism did take place in the writing of this paper, I understand the possible consequences of the act/s, which could include expulsion from Indiana Wesleyan University. Abstract This paper explores factors affecting the supply and demand of dimensional lumber in both current markets as well as historical markets. Information for this paper was gathered from industrial lumber sales professionals, industrial publications, and from the author’s personal experience as a buyer of lumber. For the purposes of this paper, dimensional lumber is narrowly defined as a softwood pine. North America’s dimensional lumber market was very different market thirteen years ago. In 2000, rising interest rates cooled new home starts. The demand for lumber declined, as illustrated by the graph below. Unfortunately, mills were still expanding their production capabilities due to higher prices for their lumber (Spelter, 2001). Inevitably, the price of lumber fell. The benchmark price for a 2x4 SPF board had been $350.00 per 1000 board foot. By May 2000, the price fell to $260.00 per 1000 board foot (Spelter, 2001). Markets seek equilibrium; therefore, many mills curtailed the production of lumber. The supply curve shifted to the left. In 2000, a price of $260.00 per 1000 board foot approached producer’s break-even point. By...
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...FACTS ABOUT PAPER AND PAPER WASTE (Please do not print this fact sheet unless necessary!) Approx. 324 L. of water is used to produce 1 KG of paper. Source: Environment Canada Paper manufacturing is the largest industrial user of water per pound of finished product. Source: American Forest and Paper Association The World Commission on Environment and Development defines sustainability as “Development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. Source: World Commission on Environment and Development, 1987 The US uses 25% of the world's paper products. Source: American Forest and Paper Association The average American uses more than 748 pounds of paper per year. Source: American Forest and Paper Association Average worldwide annual paper consumption is 48 KG per person with North America accounting for over 1/3. Source: International Institute for Environment and Development (IIED) Discussion Paper (IIED, London, September 1996) The US uses approx. 68 million trees each year to produce 17 billion catalogues and 65 billion pieces of direct mail. Source: American Forest and Paper Association Average per capita paper use in the USA is 333 KG. Average per capital paper use worldwide is 48 KG. It is estimated that paper consumption will rise by 50% by 2010. Source: Food and Agriculture Organization of the United Nations, 1997 Source: Food and Agriculture Organization...
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...UNIVERSITY OF HELSINKI DEPARTMENT OF FOREST ECONOMICS Environmental Marketing Strategy and its Implementation in Forest Industries Jari Kärnä Academic Dissertation To be presented, with the permission of the Faculty of Agriculture and Forestry of the University of Helsinki for public defence in Auditorium XII of the University main building Aleksanterinkatu 5, on Friday 11th April 2003 at 12 o'clock. Environmental Marketing Strategy and its Implementation in Forest Industries Academic Dissertation Opponent: Professor Juha S. Niemelä Seinäjoki Institute for Rural Research and Training University of Helsinki juha.s.niemela@helsinki.fi Supervisor: Professor Heikki Juslin Department of Forest Economics University of Helsinki heikki.juslin@helsinki.fi Pre-examiners: Professor Hanna Pesonen School of Business and Economics University of Jyväskylä hpesonen@tase.jyu.fi Professor Harri Westermarck Department of Economics University of Helsinki harri.westermarck@helsinki.fi Author's address: Jari Kärnä Finnish Forest Research Institute, Vantaa Research Centre PO Box 18, FIN-01301 Vantaa jari.karna@metla.fi ISBN 952-10-0963-2 (paperback) ISBN 952-10-0964-0 (pdf) ISSN 1236-6226 http://ethesis.helsinki.fi Hakapaino, Helsinki 2003 2 Abstrakti Väitöskirja käsittelee ympäristöasioiden integrointia metsäteollisuusyritysten ja heidän teollisten asiakkaidensa markkinoinnin suunnitteluun. Tutkimus koostuu neljästä julkaistusta ja kahdesta julkaistavaksi...
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...Biomass Biomass can be garbage, wood chips, sugar-cane remnants or grass. Almost all the renewable-energy power in Florida comes from biomass, including three plants in Miami-Dade and Broward. Biomass produces 1,100 megawatts of power for Florida, according to a recent study by Navigant Consultants. About half of that comes from 11 waste-to-energy plants that process local garbage and trash and the other half is the leftovers from timber and sugar cane industries. Miami Dade’s yard waste is used to produce 77megawatt biomass facility. The County’s Resources Recovery Facility is one of the most technologically advanced waste-to-energy facilities in the world, while featuring a state-of-art air quality control system. More than 1.2 million tons of waste is processed annually, with 270,000 tons of the material being processed into a biomass fuel for export out of Miami-Dade County. The RRF is supported by three County-owned and operated landfills and three solid waste transfer stations. While receiving waste from these facilities, they will separate all aluminum and ferrous metals, from the garbage, to be sold to recycling plants. The garbage is then shredded and used to generate electricity. Their process produces a biomass fuel which is used on site to supplement the refuse derived fuel. The remaining biomass fuel is sold to cogeneration facilities in Central Florida. The ash product resulting from the waste-to-energy process is 10% of the original waste material delivered to...
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...also make it legal to grow industrial hemp. Industrial hemp can be used for clothing, nutritional supplements, and paper products; building supplies, automotive construction, and alternative fuel sources. With the legalization of hemp this nation conceivably could negate its dependence on foreign oil and reverse the failing economy. From the birth of this nation up to the 1950s, hemp was grown on large farms and in small family plots. Early settlers understood the necessity of growing hemp for rope and sails used on ships, for cloth to make clothes; even the original flag was made from hemp. In fact there were mandatory grow laws in place for years that made it a crime not to grow hemp. In 1937 the government passed a law (Title 21 U.S.C. Controlled Substance Act) that made it illegal to use marijuana for medicinal purposes. In doing so, they outlawed industrial hemp as well, even though it only contains trace amounts of the substance Tetrahydrocannabinol (THC) that gives Cannabis its effectiveness. Most proponents of legalization are convinced that the government knowingly banned Cannabis because they were in collusion with a number of large industries like DuPont, St. Regis, Lilly, and Kimberly Clark. These companies stood to make significant amounts of money from new technologies based on oil and coal, and a new process for making paper out of wood pulp. Whether or not this was the case, our government...
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...........................................................................................................................1 Definitions ....................................................................................................................................................1 2. INDUSTRY OVERVIEW.............................................................................................................................4 Description of cruise ship tourism ................................................................................................................4 North America ..............................................................................................................................................4 Europe...........................................................................................................................................................6 The Caribbean...............................................................................................................................................8 3. ISSUES AND CHALLENGES FACING THE CARIBBEAN...................................................................11 Concentration of the industry......................................................................................................................11 Increase in capacity.....................................................................................................................................12 Increase in...
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...of IT In Major Industries Tutorial Group 2 Team 04 Name | Matriculation No. | Lek Zheng Hao Eugene | A0087911Y | Goh Wei Zhi | A0087958A | Lau Han Yang | A0087961N | | | Contents 1 Impact of IT/IS on Supplier 3 1.1 Automobile 3 1.1.1 Maturation of Automobile Industry 3 1.1.2 Globalization of Automobile Industry 3 1.1.3 Greater Autonomy of Suppliers 4 1.2 Banking 5 1.2.1 Improved Communication 5 1.2.2 Automation 5 1.2.3 Continuous Innovations 5 1.2.4 Implications for IS/IT Suppliers 6 1.2.5 Implications for Customers 6 1.3 Music 7 1.3.1 Change of Roles 7 1.3.2 Combating the Bullwhip Effect 7 1.3.3 Innovation in IT 8 2 Comparing and Contrasting Impacts across Industries 8 2.1 Similarities 8 2.1.1 Streamlining Operations 8 2.1.2 Greater Responsibilities 8 2.1.3 Change of Mindset 9 2.2 Differences 9 2.2.1 Powers and Balance 9 2.2.2 Product Offerings 9 2.2.3 Market Transparency 9 3 Underlying Reasons for Differences 10 3.1 Understanding Powers and Balance 10 3.2 Understanding Product Offerings 10 3.3 Understanding Market Transparency 10 4 Conclusion 10 5 References 11 6 Appendix 12 A. Definition of Just-in-Time (JIT) 12 B. Definition of New Product Development (NPD) 12 C. Definition of Time-Based Competition (TBC) 12 Impact of IT/IS on Supplier Information Technology (IT), as we know it today, has changed the landscape of major industries. The position of...
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...Sher-Wood Hockey Inc. Group Research Project One Global Logistics Management Executive Summary Sher-Wood is one of Canada’s most respected most innovative market and valuable brand in the hockey equipment industry founded in 1949 with its headquarters located in Sherbrooke, Quebec. Sher-Wood Hockey has multiple viable opportunities for reaching new demographics, market expansion, and lowering manufacturing costs for the hockey stick sector of the company. In 2013 Canada cut import tariffs and duties on hockey gear between 2.5% and 18%, this reduction causes the landed costs of importing to decrease. Outsourcing manufacturing also allows for currency hedging contract to be made between Chinese partners and Canada to protect themselves against unexpected changes in currency exchange rates [1]. The only way the firm can keep their hockey sticks at a competitive price point and still make a profit is to engage in outsourcing their manufacturing of hockey sticks to China as mentioned previously. Sher-Wood hockey’s decision to begin full outsource of manufacturing for their hockey sticks in 2011 was an method to maintain their competitiveness in the global hockey stick market, the Standardization Administration allows Sher-Wood Hockey Inc. the ability to lower production costs while still maintaining confidence that their products will be delivered with high quality standard. China is an optimal environment for Sher-Wood to outsource their production efforts to because of...
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...T H E I N T E R N AT I O N A L M O N E TA R Y S Y S T E M AGENDA • Definition • History • Fixed Vs. Floating • Coalitions • Roadmap • Q&A DEFINITION • Sets of internationally agreed rules, conventions and supporting institutions, that facilitate international trade, cross border investment and generally the reallocation of capital between nation states. H I S T O R Y O F T H E M O N E TA R Y S Y S T E M Gold Standard 1870 1944 Nixon Shock 1971 1976 Bretton Woods Jamaica Agreement T H E G O L D S TA N D A R D T H E G O L D S TA N D A R D • When International trade was limited in volume, payment for goods purchased from another country was made in gold or silver. • As the volume of international trade expanded in the wake of the Industrial Revolution, a more convenient means of financing international trade was needed. T H E G O L D S TA N D A R D • The solution adopted was to arrange for payment in paper currency and for governments to agree to convert the paper currency into gold on demand at a fixed rate. = T H E G O L D S TA N D A R D • 1880: Most of the world’s trading nations including Great Britain, Germany, Japan, and USA adopted the Gold Standard. • Given the Gold Standard, the value of any currency in units of any other currency was easy to determine. T H E G O L D S TA N D A R D • The Gold Standard acts as an adjustment mechanism, which achieves the Balance-of-Trade Equilibrium...
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...Company Strategy: Although the company enjoys good organic growth opportunities, it is definitely in the mature growth stage. To counter this, Nike has increasingly turned to acquiring brands both for inorganic growth, and to allow the company to compete on different levels in the industry. Through this type of brand portfolio use, Nike is able to sell in discount retailers, increasing growth and ultimately revenues without fear of discounting the core Nike brand. The company’s track record is generally favourable with its acquisitions, with exceptions including the relatively recent sales of Bauer (April 2008) and Starter brands (Dec 2007). Not all portfolio acquisitions have been extremely successful for Nike, so future purchases must be examined carefully before an analyst can assume the purchase will be a significant growth driver for the company. For example, Bauer was sold for $200M after being purchased in 1995 for $409M. Although hockey seemed like a hot market at the time, the market softened and a re‐evaluation of the brand found that Bauer was primarily in a North American position, not becoming a global growth driver. This geographic limitation and slow growth ultimately lead to Nike selling the company to focus on faster growing global sports markets. Cole Haan, Converse, Exeter Brands Group, Hurley, Umbro, NIKE Bauer Hockey (which sold in April, 2008) and NIKE Golf accounted for approximately 14 percent of total revenues. The subsidiary companies...
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...company began its expansion like purchasing land and plantations and installing new technology, purchasing the company Alto Paraná in Argentina in 1996, purchasing its third mill in Chile in 2000, and building new plant which called Valdivia mill in late 2001 and the plant had opened in January 2004. With these expansions, Arauco had become one of the world’s premier forestry enterprises in terms of plantation areas and yields by 2004. The company had three main product segments which include pulp products like bleached and unbleached Kraft pulp; forestry products like pulpwood; and wood products like lumber and remanufactured wood products. In 2004, the company wanted to invest more to get more development. The company was facing alternatives: one was forward integration moving into paper manufacturing; the other one was horizontal expansion investing US $1 billion to construct a new state-of-the-art chemical pulp plant. 2. Situation According to the case, we can see that the competition in the pulp industry is strong. First, the competition of existing competitors in market pulp was strong. From the case we can get that most of the large companies were involved in backward integration to produce the pulp for their paper themselves. Most major companies had their own forests, pulp mill, paper manufacturing facilities and even their own distributions. These vertically integrated pulp and paper companies produced 142 million tons of pulp out of the 183 million tons produced...
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...of New Mexico to the west, Oklahoma to the north, Arkansas to the northeast, and Louisiana to the east. Texas has an area of 268,820 square miles (696,200 km2) and a growing population of over 26.9 million residents (July 2014).[8] Houston is the largest city in Texas and the fourth-largest in the United States, while San Antonio is the second largest in the state and seventh largest in the United States. Dallas–Fort Worth and Greater Houston are the fourth and fifth largest United States metropolitan areas, respectively. Other major cities include El Paso and Austin—the state capital. Texas is nicknamed the Lone Star State to signify Texas as a former independent republic and as a reminder of the state's struggle for independence from Mexico. The "Lone Star" can be found on the Texas state flag and on the Texas state seal today.[9] The origin of the state name, Texas, is from the word, "Tejas", which means 'friends' in the Caddo language.[10] Due to its size and geologic features such as the Balcones Fault, Texas contains diverse landscapes that resemble both the American South and Southwest.[11] Although Texas is popularly associated with the Southwestern deserts, less than 10 percent of the land area is desert.[12] Most of the population centers are located in areas of former prairies, grasslands, forests, and the coastline. Traveling from east to west, one can observe terrain that ranges from coastal swamps and piney woods, to rolling plains...
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...9-504-094 REV: SEPTEMBER 14, 2004 YOUNGME MOON IKEA Invades America In 2002, the IKEA Group was the world’s top furniture retailer. With sales approaching $12 billion, IKEA operated 154 stores in 22 countries and serviced 286 million customers a year. (See Exhibits 1 through 4.) In the United States, IKEA had 14 stores, with plans to open as many as nine more in 2003. There were a number of factors that distinguished IKEA from other furniture retailers—its stores were strictly self-service and featured such amenities as playrooms for children and Swedish cafés, and all of its furniture came unassembled (customers were expected to put together the furniture on their own)—yet there was no question about the company’s success; when a new store opened, it was not unusual for thousands of shoppers to line up on the first day. Company Background IKEA was founded in 1943 when 17-year-old Ingvar Kamprad decided to start a local catalog company using some money his father had given him.1 Initially, the company sold basic household goods at discount prices; in 1947, however, Kamprad began selling home furnishings. Six years later, Kamprad opened his first furniture showroom, and two years after that, IKEA began designing its own low-priced furniture. In 1958, IKEA opened its inaugural store, in Almhult, Sweden; at 6,700 square meters, it was the largest furniture display in Scandinavia at the time. By the time IKEA opened its flagship store in Stockholm in 1965...
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