...Dheepak on Retail STVP 2007-002 STVP-2007-002 [June 12, 2007] Organized Retail “Inquilab” in India Current Landscape of Retail in India The Indian government does not recognize retail as an industry. In India 98% of the retail sector consists of counter-stores and street-vendors.1 With no large players, inadequate infrastructure and a small affording population that believed in saving rather than spending, Indian retail never attracted the interest of large corporations. That was till they realized that retail in India is a USD 320 billion dollar industry, growing at CAGR 5% and contributing to 39% of the GDP2 (See exhibit 1 for projected market size of retail in India.). It might seem almost nonsensical that this important sector of the country’s economy has been overlooked by corporate giants. One cannot blame them though. Indian retail has been a traditionally unorganized sector, dominated by counter-stores and street vendors (See Exhibits 2 and 3 for pictures). While retail employs a large sector of the population, most of these people are uneducated, unskilled individuals that regard retail as the preferred career alternative to agriculture. They never had the means nor will to develop the sector or expand their business. Retail never enjoyed the support of the Indian consumer. A miserly population that barely had the means to make end meet never treated shopping as a form of leisure. While individual retailers saw small gains, lack of infrastructure...
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...and show how it is used to understand the external environment Explain the environmental scanning process Analyse the performance environment using an appropriate model Understand the importance of analysing an organization’s internal environment and identify the key resources and capabilities C A S E I N S I G H T 2.1 Crompton Greaves Limited, an Indian multinational company, is in the business of design, manufacture, and supply of all kinds of T&D (transmission and distribution) equipment, including complete solution services, to its large base of customers in India and abroad. The company boasts of a global presence today. How does it keep abreast of the marketing environment? We speak to Biswaroop Ukil, General Manger–Marketing (Power Products and Solutions), to find out. stabilizes to a certain extent, the domestic demand for T&D products is expected to grow, given the picture painted by central planners and various government agencies. The Indian industry for T&D products is quite mature, with several local manufacturers and multinationals possessing the necessary technology, production facilities, and exclusive sales and service networks across the country. Apart from firms employing individual market survey techniques and tools, there are industrylevel bodies/associations that gather and compile generic industry-level information, which is then used by the members of the association to chart out the course of their businesses. This industry-level information, along...
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...Acknowledgements : First of all we would like to introduce our selfs, BIALLACH Safae and EL YOUNSI nahide, a 3rd year students in SUP DE CO MARRAKECH. In the third year the internship is a part of the program at our school. But for the two of us, we didn’t do an internship because we shose to go for a summer school programme in LONDON, UNITED KINGDOM for two weeks at the LONDON SCHOOL OF BUSINESS AND FINANCE (LSBF). The objectives during this journey were to improve our level in English language, to Discover a new culture, to visit a lot of places that we wanted to see and also to meet a lot of different people from different countries. Studiying in LONDON was a wonderful experience that we wont forget. for that, we would like to give some thanks to all the people that helped to gave us the chance to go for this programme. Without forgeting a special Thanks to our English Teatcher M.EL FOUADI KAMAL for this opportunity. Last, but not least, we would like to thank our parents and family for supporting our stay in LONDON financially and emotionally. INTRODUCTION ...................................................................................................2 SECTION 1 : TESCO……………. .........................................................................4 1-BUSINESS DESCRIPTION…………. ......................................................5 2-HISTORY .................................................................................................6 3-CORE...
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...4 The private sector of business Case study: ‘UK plc’ Other sectors of business—the public sector and the third sector 10 Online resources 30 A simple model of business in its environment— transforming inputs into outputs 13 References 30 Conceptualizing the environment of business 15 Interaction between business and the environment—responding, influencing and choosing 17 The nature of the internal environment 20 Types of organization structure 21 Environmental analysis 24 Summary 27 01 9780199203055_001_030_CH01.qxd 2 X 11/1/07 15:14 Page 2 Introduction Learning objectives When you have completed this chapter you will able to: l Recognize different uses of the term business, and understand the different forms of business in terms of, for example, private, public and not-for-profit organizations l Describe the complexity of the external environment in which business operates and explain the idea of environmental uniqueness l Understand the nature of the ‘internal’ environment of business l Understand how businesses must respond to changing environmental factors in order to operate successfully, but also how they seek to influence the environment l Use analysis tools such as PEST or SWOT to examine the business environment l Understand the approach to the business environment of this book and how to use it in your studies...
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...SOCIAL JUSTICE Social justice generally refers to the idea of creating a society or institution that is based on the principles of equality and solidarity, that understands and values human rights, and that recognizes the dignity of every human being.[1][2][3] The term and modern concept of "social justice" was coined by the Jesuit Luigi Taparelli in 1840 based on the teachings of St. Thomas Aquinas and given further exposure in 1848 by Antonio Rosmini-Serbati.Social justice as a secular concept, distinct from religious teachings, emerged mainly in the late twentieth century, influenced primarily by philosopher John Rawls. Some tenets of social justice have been adopted by those on the left of the political spectrum.Social justice is based on the concepts of human rights and equality and involves a greater degree of economic egalitarianism through progressive taxation, income redistribution, or even property redistribution.These policies aim to achieve what developmental economists refer to as more equality of opportunity than may currently exist in some societies, and to manufacture equality of outcome in cases where incidental inequalities appear in a procedurally just system.The Constitution of the International Labour Organization affirms that "universal and lasting peace can be established only if it is based upon social justice. Social justice is when something is unreasonable within society or around the world. There are many different unjust things that happen in our...
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...Circular 11/95: Use of conditions in planning permission On 5th May 2006 the responsibilities of the Office of the Deputy Prime Minister (ODPM) transferred to the Department for Communities and Local Government. Department for Communities and Local Government Eland House Bressenden Place London SW1E 5DU Telephone: 020 7944 4400 Website: www.communities.gov.uk Documents downloaded from the www.communities.gov.uk website areCrown Copyright unless otherwise stated, in which case copyright is assigned to Queens Printer and Controller of Her Majestys Stationery Office. Copyright in the typographical arrangement rests with the Crown. This publication, excluding logos, may be reproduced free of charge in any format or medium for research, private study or for internal circulation within an organisation. This is subject to it being reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the publication specified. Any other use of the contents of this publication would require a copyright licence. Please apply for a Click-Use Licence for core material at www.opsi.gov.uk/click-use/system/online/pLogin.asp or by writing to the Office of Public Sector Information, Information Policy Team, St Clements House, 2-16 Colegate, Norwich NR3 1BQ. Fax: 01603 723000 or e-mail: HMSOlicensing@cabinet-office.x.gsi.gov.uk. This publication is only available online via the Communities and Local Government website: www.communities...
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...If Saab becomes Chinese should it rename? • Vladimir Djurovic, president at Labbrand, suggests the name might not work well in China. “We have already found in previous research projects on car brand names, that names with this term were not a favourite choice in China because they are a little too spiritual”. • Given both Labbrand’s expertise and MG’s experience, the acquisition might be the perfect opportunity for repositioning the Saab brand, especially if the product line were to change. However this move is not risk-free. • Saab’s name “萨博” is widely recognized by the Chinese audience, so renaming might mean losing loyal customers. To solve this Vladimir Djurovic, president of Labbrand, believes that “instead of renaming, Saab could consider developing a better tagline to fit the Chinese market and make the brand more vivid in the imagination of Chinese consumers”. Chivas Regal Trademark Case • Chivas Brothers failed to establish that the spirits brand was “well-known” in China before the registration of Chivas Regal clothing in 2003, which would have been grounds to deny the application.Before the 2003 registration by the Wenzhou squatter, Chivas Brothers (the brand owner) had registered the marks in a number of Classes, including 33, which includes alcoholic beverages. However, just because a brand owner registers the mark in one Class this does not automatically protect against other registrants for different goods/services or for products in other Classes...
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...PRACTICAL - 2 AIM: To explore the food culture in Old Delhi and New Delhi OBJECTIVES: 1. To understand food culture in Old Delhi and New Delhi. 2. To gauge similarities and differences in Old Delhi and New Delhi. 3. To study the impact of globalization on food culture in Delhi. INTRODUCTION A composite view of culture posit that the core of a culture consists in the shared assumptions, beliefs and values that the people of a geographical area acquire over generations. Assumptions, beliefs, values and norms are intermeshed and mutually interactive; they constitute the directional force behind human behaviour, which creates physical artefacts, social institutions, cultural symbols, rituals and myths. The latter in turn reinforce people's beliefs, norms and value systems and thereby enable the society of which they are part, to maintain cultural continuity (Sinha 2004). An essential feature of a culture is that its basic assumptions, beliefs and values are historically derived, traditional worldviews, transmitted from generation to generation. These temporal sociocultural links signify the distinctive achievements of a human group, thereby enabling them. to condition their future actions (Kroeber and Kluckhohn 1951: 181). By implication, culture is adaptive and changing – changing more rapidly and radically at its outer layers – artefacts, institutions and patterns of behaviours – than at its core which is primordial. Major changes in environment compel people to...
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...Marketing Manager: Anne Fahlgren Project Manager Team Lead: Judy Leale Project Manager: Thomas Benfatti Operations Specialist: Nancy Maneri Cover Designer: Suzanne Behnke Creative Director: Jayne Conte Digital Production Project Manager: Lisa Rinaldi Full Service Vendor: Integra Software Services Pvt. Ltd. Full Service Project Manager: Anandakrishnan Natarajan/Integra Software Services Printer/Binder: Courier/Westford Cover Printer: Lehigh-Phoenix Text Font: 10/12, ITC Garamond Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text (or on page xix). Copyright © 2015 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or...
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...Fundamentals When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact. —Warren Buffett, Chairman, Berkshire Hathaway The reinsurance business has the defect of being too attractive-looking to new entrants for its own good and will therefore always tend to be the opposite of, say, the old business of gathering and rendering dead horses that always tended to contain few and prosperous participants. —Charles T. Munger, Chairman, Wesco Financial Corp. OUTLINE n n n n n INTRODUCTION AND OBJECTIVES FROM ENVIRONMENTAL ANALYSIS TO INDUSTRY ANALYSIS THE DETERMINANTS OF INDUSTRY PROFIT: DEMAND AND COMPETITION ANALYZING INDUSTRY ATTRACTIVENESS Porter’s Five Forces of Competition Framework Competition from Substitutes Threat of Entry Rivalry Between Established Competitors Bargaining Power of Buyers Bargaining Power of Suppliers APPLYING INDUSTRY ANALYSIS Describing Industry Structure Forecasting Industry Profitability Strategies to Alter Industry Structure 66 INTRODUCTION AND OBJECTIVES 67 n n n n DEFINING INDUSTRIES: WHERE TO DRAW THE BOUNDARIES Industries and Markets Defining Markets: Substitution in Demand and Supply FROM INDUSTRY ATTRACTIVENESS TO COMPETITIVE ADVANTAGE: IDENTIFYING KEY SUCCESS FACTORS SUMMARY NOTES INTRODUCTION AND OBJECTIVES In this chapter and the next we explore the external environment of the firm. In Chapter 1 we observed that...
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...Fundamentals When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact. —Warren Buffett, Chairman, Berkshire Hathaway The reinsurance business has the defect of being too attractive-looking to new entrants for its own good and will therefore always tend to be the opposite of, say, the old business of gathering and rendering dead horses that always tended to contain few and prosperous participants. —Charles T. Munger, Chairman, Wesco Financial Corp. OUTLINE n n n n n INTRODUCTION AND OBJECTIVES FROM ENVIRONMENTAL ANALYSIS TO INDUSTRY ANALYSIS THE DETERMINANTS OF INDUSTRY PROFIT: DEMAND AND COMPETITION ANALYZING INDUSTRY ATTRACTIVENESS Porter’s Five Forces of Competition Framework Competition from Substitutes Threat of Entry Rivalry Between Established Competitors Bargaining Power of Buyers Bargaining Power of Suppliers APPLYING INDUSTRY ANALYSIS Describing Industry Structure Forecasting Industry Profitability Strategies to Alter Industry Structure 66 INTRODUCTION AND OBJECTIVES 67 n n n n DEFINING INDUSTRIES: WHERE TO DRAW THE BOUNDARIES Industries and Markets Defining Markets: Substitution in Demand and Supply FROM INDUSTRY ATTRACTIVENESS TO COMPETITIVE ADVANTAGE: IDENTIFYING KEY SUCCESS FACTORS SUMMARY NOTES INTRODUCTION AND OBJECTIVES In this chapter and the next we explore the external environment of the firm. In Chapter 1 we observed that...
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...i) Upon Julie’s arrest, she would first be taken to the custody sergeant, whose job it is to ensure that her initial detention is authorised, then the officer who arrested her would give brief details for the reason for her arrest. Then the custody sergeant will ask Julie questions such as her date of birth, or her height or address, by law Julie can refuse to answer these questions, but giving false details could result in obstructing a police officer. After this her rights will be detailed by the custody officer, these are the right to inform someone of her detention, the right to free legal aid before answering any questions, and the right to consult the code of practice. Julie would then be asked to sign a form confirming she has been read these rights. After the above steps have taken place, Julie would be searched to ensure that she is not carrying or concealing weaponry. This search would be carried out by an officer of the same sex, and would consist of a simple pat down; it is unlikely that Julie would be searched more thoroughly given the situation. The police could potentially ask to retain some clothes if it is felt that by retaining said clothes, it would provide evidence to the case, if this were the case, Julie must be provided alternate clothing. This incident is an example of an either way offence, as it could be trailed in the magistrate’s court, or the crown court, as a result of this, the police would have authority to conduct a search of Julie’s address or...
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...Chapter 1 : Introduction To Marketing Marketing is the process used to determine what products or services may be of interest to customers, and the strategy to use in sales, communications and business development. It generates the strategy that underlies sales techniques, business communication, and business developments. It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves. Marketing is the key factor behind the success of a company. Generally a company produces many things which may include different kinds of consumer products, electronic goods or may be many services. Every company spends huge sums of money to these marketing strategies. They employ these specialized people in the field of marketing in lieu of huge remuneration. The chief responsibility of these marketing is to make these products popular and to prepare new marketing ventures so that people develop some sorts of understanding about the company and its products or services. When it comes to marketing, most if not all marketing professionals have a different approach on how to reach consumers. Despite the differences in how consumers are reached, the goal is often the same; encourage consumers to purchase a specific product or service. The obvious way to increase your consumer base is to increase the amount of consumers you reach. Evolution of Marketing Earlier approaches The marketing orientation evolved...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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