...Systems Implementation Project named STAR in Sony Barcelona Plant. The SONY Head Quarters would put Barcelona Plant as a pilot, and extend the experiences to the three European Plants even the global market. This paper will analyze the business situation in Europe and the problems in Ideal Factory as well as analyze the benefits and risks on continuing with the European STAR Project or defining an independent strategy. Situation summary STAR launched in mid 1997 in order to standardize the production and procurement processes, and apply information system in three SONY plants in Europe, however, the progress and results of the project was disappointing. Also, the Ideal Factory, which is with the initial arm of improving efficiencies and coordination among three plants in Europe, presented many problems and questioned by staff such as some plant managers. Therefore, Ferran Gil, the Plant General Director, affirmed that Barcelona Plant needed to define a new Plant model due to competitors' fast growth meant shorter production lifecycles and greater pressure in profit margins. There also have some different views on this issues. Some problems of implementing STAR Project 1. Cost. Because the project was centralized in London, the transportation cost would be high when project members had to attend the monthly meeting. Also, due to high consumption in Europe, three plants may be too much for this area. 2. Satisfaction. Each plant has their own situation, thus it is hard to...
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...Sony Barelona Plant shared high precentage in the Spain TV market, but they realized changes took place in the market, competitors rose rapidly and the market share decreased. Sony Barelona Plant implemented the STAR project, the goal was to create a standard production and porcurement processes in different European Plants. The concept was to reduce production time cycles, shortening time for delivering products to market, reduce the storing cost and also collaboration with suppliers. however some problems appeared. Several problems came up, which is with NTT members, Many of the NTT members couldn’t handle problem because of lack of experience. Team from Sony Barelona Plant thought they were more experienced than the NTT members and the attitude became the problem. In addition, some NTT members became arrogant and indifferent. Barcelona team believes that consultants do not respect their opinions, even if they know that Barcelona has more experience than themselves. The project team focused on London are being decided their London headquarters on the star of the project. They are made in two Barcelona and Pencoed decision. The entire team focused on London. This leads to a lack of commitment to the project Barcelona in two different factories and its centralized decision-making model ignores the individual factors are not considered, the development of the project, just like the other two factories are the only copy. The difference between Pencoed: There are also some...
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...INTRODUCTION Sony Barcelona’s plant decided to implement the STAR project as part of their new system to redefine and reorganize their production plans in Europe. However the project ran into several problems. This report gives a suggestion to the top level management whether to continue with the Star Project or go for an independent strategy. The Star project faced several problems due to some major reasons. They are: * Problems with NTT members: Many of the NTT members were not sufficiently experienced to handle a problem of this type. The team from Barcelona felt that they were more experienced than these NTT members. Moreover, the attitude of the some NTT members to the Sony Barcelona team ranged from indifference at its best and arrogant at its worst. The Barcelona team felt that the consultants did not respect their opinions even when they knew that the Barcelona team was more experienced than themselves. * Project team centralized in London: The decisions regarding the Star project were all being made in their HQ in London. The decisions for both Barcelona and Pencoed were being made there. The entire team was centralized in London. This lead to a lack of commitment to the projects in Barcelona and also the centralized decision making ignored individual factors which differed in both the factories were not taken into account and the project was developed as if both the factories were the unique replica of each other. * Differences with Pencoed: There were...
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...Oracle corp is the second largest software company in US by revenues. Its are of activity is completely within the world of technology. Since the beginning of 1990-s Oracle was one of the key players in developing new technologies, in the areas of database throughout systems, hardware, analytic software, customer relationship straightened, categoric resource planning, and etc. The technology that it spreads is not only used by its customers, but also by itself first hand. Boeing a large organization, Oracle saved the loggings, risks, complexities of its own business pressures which triggered the need for new software of its own needs. Then, after realtering the same issues could be in other organizations, prepared the newly designed solution to other companies by making some adoptive notifications to the software by preparing new technologies, new fill, of expertise were created in IT industry ranging from database administrators to EIP consultants as well as new titles the Orcl, 201 Equal. The groups of new motion of global Oracle IT world began attracting the minds of people in IT industry. The corporation also sponsored the team named Oracle to socialize with the people audited by the IT industry. It is also deep within legal and political issues. In 2000-s, Oracle hired the Aslanft Group Culture owner is former US Altering Counsel John Asnolf. 946 May Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation), also known as Totsuko, established...
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...CASE STUDY I.2 Manchester United: still trying to establish a global brand Manchester United (abbreviated as ManUtd, www.manutd.com) has developed into one of the most famous and financially successful football clubs in the world, being recognized in virtually every country, even those with little interest in the sport. Real Madrid has displaced ManUtd from the pole position in Deloitte’s football money league. The list, which has been running for the last 9 years, identifies the top 20 clubs in terms of revenue. The top five in 2008 were: Real Madrid with 3365.8 million, Manchester United (3324.8 million), FC Barcelona (3308.8 million), Bayern Munich (3295.3 million) and Chelsea (3268.9 million) (Deloitte, 2009). Having won the Premier League and Champions League in 2007/08, United would have overtaken Real Madrid at the top of the Deloitte Football Money League had it not been for the depreciation of the pound. The top 20 clubs now generate more than three times the combined revenue of the clubs in the first Money League publication in 1996/97. The most valuable US sport teams, the National Football League’s Washington Redskins and baseball’s New York Yankees, are both worth somewhat more but more than any US sports team, ManUtd has built a global brand. Since the mass commercialization of football in 1992, Manchester United has unquestionably been the team to beat. In the past 16 seasons, it has collected 10 Premier League titles, four FA Cups and two Champion League trophies...
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...GROUP ASSIGNMENT- CASE STUDY INTRODUCTION Michael Dell founded the Dell Computers in 1984 in USA and by 2001 the company became the world’s largest personal computer vendor, continuing to gain market share and post profits in an industry struggling with slumping sales and billions of dollars in losses. Dell sells 90% of its PCs directly to the final customer, largely bypassing the reseller channel that accounts for most of the world’s PC sales. This direct customer relationship is a key to Dell’s business model, and provides distinct advantages over the indirect sales model. Dell’s direct relationship with the customer allows it to tailor its offerings to customer needs, offer add-on products and services, and use the Internet to offer a variety of customer services. In addition, Dell’s PCs are built to customers’ specifications upon receipt of an order, giving Dell additional advantages over indirect PC vendors who must try to forecast demand and ship products based on those forecasts. Dell’s direct sales and build-to-order model has achieved superior performance in the PC industry in terms of inventory turnover, reduced overhead, cash conversion, and return on investment. Dell’s business model is simple in concept. Building PCs to order means that Dell must have parts and components on hand to build a wide array of possible configurations with little advance notice. In order to fill orders quickly, Dell has excellent manufacturing and logistics capabilities supported by...
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...SESSION 1 2 CHAPTER 1: Global marketing in the firm 2 1. Introduction to globalization 2 2. The process of developing the global marketing plan 2 3. Comparison of the global marketing and management style of SMEs and LSEs 2 4. Should the company “stay at home” or “go abroad”? 3 5. Development of the global marketing concept 3 6. Forces for global integration and market responsiveness 3 7. The value chain as a framework for identifying international competitive advantage 4 8. Value shop and the service value chain 5 9. Information business and the virtual value chain 5 CHAPTER 2: Initiation of internationalization 8 1. Introduction 8 2. Internationalization motives 8 3. Triggers of export initiation (change agents) 9 4. Internationalization barriers / risks 9 SESSION 2 11 CHAPTER 3: Internationalization theories 11 1. Introduction 11 2. The Uppsala internationalization model 11 3. The transaction cost analysis model 11 4. The network model 12 5. Internationalization of SMEs 12 6. Born globals 12 7. Internationalization of services 13 CHAPTER 4: Development of the firm’s international competitiveness 15 1. Analysis of national competitiveness (the porter diamond) 15 1.1. Factor conditions 15 1.2. Demand conditions 15 1.3. Related and supporting industries 15 1.4. Firm strategy, structure and rivalry 15 1.5. Government 15 1.6. Chance 15 2. Competition analysis in an industry 15 2.1....
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 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 permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...OF The world’s most recognized trademark it is recognized by 94% of the world’s population FOR HINDUSTAN COCA-COLA BEVERAGES PVT. LTD. , PANKI INDUSTRIAL AREA, DADA NAGAR KANPUR. SUBMITTED IN SUMMER TRAINING OF MBA PROGRAMME OF APOLLO INSTITUTE OF TECHNOLOGY KANPUR UNDER GUIDANCE OF: Mr. ADESH TRIPATHI (AREA MARKETING MANAGER) SUBMITTED BY: Divya Tiwari MBA 3rd SEMESTER 2009-2010 DECELARATION I Divya Tiwari declare that this project report titled “Comparative Survey of Coke vs. Papsi” is an original work done by me under the guidance of Mr. ADESH TIWARI (AREA MARKATING MANAGER). I further declare that it is my original work as a part of my academic course. PLACE: KANPUR DATE: Aug. 16th, 2010 Divya Tiwari INDEX TITLE PAGE AKNOWLEDGEMENT MEANING OF PROJECT INTRODUCTION CHAPTER 1: PROFILES * HISTORY OF THE COMPANY * EARLY GROWTH * WARTIME DEVELOPMENT RECENT DEVELOPMENTS * * POSTWAR GROWTH CHAPTER 2: INDUSTRIAL PROFILE * SOFT DRINK INDUSTRY IN INDIA * COCA-COLA IN INDIA * VISION OF COCA-COLA IN INDIA * MISSION OF THE COCA-COLA IN INDIA CHAPTER 3: PRODUCT PROFILE * SOFT DRINK INDUSTRY IN INDIA * COCA-COLA IN INDIA * VISION OF COCA-COLA IN INDIA * MISSION OF THE COCA-COLA...
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...Student Information: Dennis Momanyi Makori. Student ID #: 647540. Semester: Fall 2015. Lecturer: Dr. Peter Kiriri. Case Study: Samsung Electronics Co. Ltd Purpose of Paper: Identify an organization of my choice and evaluate the company’s marketing philosophy and application of the core concepts of marketing, SWOT Analysis, Marketing strategies and Plans- Including the Marketing mix, STP- Segmentation, Targeting and positioning, Product, Price and distribution strategies and IMCs. Table of Contents Company background: 3 Values & Philosophy 4 Vision 4 Samsung is dedicated to developing innovative technologies and efficient processes that create new markets, enrich people's lives and continue to make Samsung a digital leader. 4 Samsung Performance 4 History 5 The Samsung Philosophy 5 Samsung Values 5 People 5 Excellence 5 Change 5 Integrity 6 Co-Prosperity 6 Vision 2020 6 Samsung’s Core concepts: 7 What Is Marketing in Samsung 7 Samsung as Brand 7 Key Markets that Samsung Electronics Position its products to 7 Samsung Electronics Marketing Concepts: 8 Samsung’s Marketing Mix 11 An environmental scan and SWOT analysis for Samsung Electronics 14 Microenvironments 15 Macro environments 16 SWOT 20 Samsung SWOT analysis 20 Strengths 20 Weaknesses 20 Opportunities 20 Threats 20 Strengths 20 Weaknesses 21 Opportunities 22 Threats 22 STP MARKETING 23 SEGMENTATION: 23 TARGETING: 26 POSITIONING: 27 Samsung marketing mix 27 Product 27 ...
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...The Lauder GLobaL business insiGhT reporT 2014 rebalancing the Global economy Lauder-Report-2014.indd 1 12/18/13 12:07 PM Introduction The Lauder GLobaL business insiGhT reporT 2014 rebalancing the Global economy In this special report, students from the Joseph H. Lauder Institute of Management & International Studies examine current trends and recent developments shaping today’s global marketplace. The articles cover a wide variety of topics ranging from technology, innovation and brand building to infrastructure, entrepreneurship and social impact. A section on consumer markets looks at the popularity of e-cigarettes in France and elsewhere, efforts by Japanese firms to expand their businesses into Asia, new trends in French gastronomy, changes in Japan’s traditional food-consumption habits, and how a sector of the Chinese population is spreading, and spending, its newfound wealth. The report offers an analysis linking market-driven strategies with social impact in Peru and Colombia, as well as an article describing South Carolina’s embrace of innovative research. Other articles look at the Russian government’s attempt to reboot the city of Skolkovo as an innovation hub, the mixed success of innovation efforts in China, and the growing threat of cybercrime to businesses across the world. The challenges of infrastructure and planning are addressed in analyses of transportation in areas of Latin America, deficiencies in Brazil’s infrastructure, and real estate’s...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0953-4814.htm Leadership style and entrepreneurial change The Centurion operation at Philips Electronics Luchien Karsten University of Groningen, Groningen, The Netherlands Leadership style 73 Sjoerd Keulen University of Amsterdam, Amsterdam, The Netherlands Ronald Kroeze Free University of Amsterdam, Amsterdam, The Netherlands, and Rik Peters University of Groningen, Groningen, The Netherlands Abstract Purpose – This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0953-4814.htm Leadership style and entrepreneurial change The Centurion operation at Philips Electronics Leadership style 73 Luchien Karsten University of Groningen, Groningen, The Netherlands Sjoerd Keulen University of Amsterdam, Amsterdam, The Netherlands Ronald Kroeze Free University of Amsterdam, Amsterdam, The Netherlands, and Rik Peters University of Groningen, Groningen, The Netherlands Abstract Purpose – This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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