...503 – TERM PROJECT Pınar KİRİŞÇİOĞLU – 1995398 Canset ARSLAN – 1496900 TABLE OF CONTENTS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. SCOPE & GOALS OF TAI ............................................................................................................ 2 STRATEGY OF ULKER ................................................................................................................ 2 ENVIRONMENT OF IKEA ........................................................................................................... 3 CONFIGURATION & COMPLEXITY OF TOFAS ...................................................................... 4 DISTRIBUTED ORGANIZATIONS IN TURKCELL .................................................................. 5 TASK DESIGN OF UNILEVER .................................................................................................... 6 PEOPLE STRUCTURE OF SAMSUNG ....................................................................................... 7 LEADERSHIP AND ORGANIZATIONAL CLIMATE IN GOOGLE ......................................... 8 COORDINATION, CONTROL AND INFORMATION SYSTEMS IN PEGASUS .................... 9 INCENTIVES OF SOMA ......................................................................................................... 10 REFERENCES ...................................................................................................................................... 11 1 1. SCOPE & GOALS OF TAI Turkish Aerospace Industries, Inc. (TAI) was...
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...Hồng Ngọc Hân 7. Nguyễn Tài Minh 8. Trần Thị Tố Uyên 9. Phạm Thùy Dung 10. Nguyễn Quang Thái Unilever is an Anglo-Dutch multi-national corporation, one of the world’s leading suppliers of fast moving consumer goods in branded home & personal care and food categories, operating in over 150 countries. In 2012, Unilever added nearly €5 billion of turnover, pushing through the €50 billion mark in the process. With more than 400 brands focused on health and wellbeing, Unilever touches so many people’s lives in so many different ways. There are more than 2 billion consumer worldwide use a product of Unilever on a given day. Its portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. Some world-leading brands of Unilever include Lipton, Knorr, Dove, Axe, Omo… For Unilever, sustainability is integral to how they do business. With 7 billion people on planet, the earth’s resources can be strained. They believes that as a business, they have a responsibility to their consumers and to the communities in which they have a presence. Around the world, Unilever invests in local economies and develop people’s skills inside and outside of Unilever. In 1995, Unilever started its business in Vietnam with a modern manufacturing site in Cu Chi Industrial Zone. Unilever Vietnam is actually a collection of three separate entities: Lever Vietnam joint venture headquartered in...
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...global and/or regional economic environment on the multinational operations of “Unilever” during the period 2001-2006. The global and regional environment is passing through tremendous changes since the start of the year 2000. Globalisation, deregulation, financial liberalisation, economic reforms, advances in technology, enhanced activities of merger and acquisitions (M&As), launch of the euro as a single currency, changing corporate governance, etc amid financial crises such as recessions following the event of 9/11 etc all have affected the operations of Unilever. These all have led to more accommodating monetary and fiscal policies in the East Asian economies, lowering interest rates in USA and Europe, liquidity expansion, and fiscal and aid packages introduced by Japan which in turn have helped to improve these conditions (UNCTAD, 2006). What are the effects of these changes in the global and regional economic environment on inflation and interest rates? How has it affected the business operations, management structure, etc of Unilever? What kind of exchange rate exposures impacted Unilever and how has it managed these exposures while operating as a multinational corporation (MNC)? Did Unilever expand its operations during the period of study? How does Unilever finance its short-term and long-term operations and what is the capital structure of Unilever? How was the market value of Unilever affected by the changing strategies in a dynamic environment? The study aims to...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Introduction: 2 Definition of Strategic Management: 5 Literature Review: 9 Literature review analysis: 11 About Unilever: 12 Objectives: 16 Strategy of the company: 17 2. Research Methodology 22 Research Approach 23 Research Methodology 24 Research Methods: 25 Resource Requirements 25 Limitations of the Study 25 Employee’s performance 28 Nature of Competitive Environment of the company 30 Effective factors: 31 Reasons for growth: 31 Environmental strategy and management 36 Porter’s Theory: 38 BCG GROWTH - SHARE MATRIX 40 Mintzberg’s Five P’s for Strategy 42 ANSOFF Matrix 43 Market Penetration 45 Market Development 46 Diversification 46 Product Lifecycle: 49 Balanced Score card: 50 3. Findings Suggestions and Conclusion 51 Products and Services of Company 51 COMPETITIVE POSITIONING 52 Position of companies on bowman’s strategy clock 52 INTERNAL AND EXTERNAL AUDIT OF ORGANISATION 54 PEST 54 SWOT 57 PORTER'S FIVE FORCES MODEL 61 Game Theory 64 The 7-S-Model 64 About the company’s position 68 Reasons for under growth: 69 Global Strategy 70 Strategy of the company: 71 To ways to increasing sales: 72 Hindustan Unilever Limited – June Quarter 2008 Results 78 Position of HUL among Indian FMCG 82 Sales Graph of Unilever Group 83 Profit Margin Graph 84 Share Distribution of HUL 85 Forecast Positioning Pyramid...
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...wash” powder detergent washing culture? - How to standardize its product formulation, packaging, advertising, and promotion if it is going to be a “Eurobrand”? - How to control the budget and keep the subsidiaries’ profit opportunities? - How to organize the European operations and coordinate the activities between different subsidies? - How to not hampering the sales of Ariel and resisting from the competitors to copy? -How to respond to the competitor’s imitations and Henkel’s counterattack after the launch? - Should P&G authorize a national launch on the basis of four months of test results? Or should they reconsider it based on the final test-market results of the entire HDL product strategy? 3. INDUSTRY/ MARKET ANALYSIS The liquid detergent has only l% market share in Europe compared with 20% in the United States. HDL market was not seen as very positive due to the different European washing habits. The washing habits in Europe are not only different from America but also different from one country to another in Europe itself. The average European load of laundry is washed at higher temperatures, using more detergent and a significantly longer wash cycle. “Boil wash” (over 60°C) was popular in most countries in Europe. However, based on the results of four months of market research, the “Boil wash” is decreasing. The lower temperature washing is increasing instead. European washing machines have low water usage compare with American washing machine...
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...vast knowledge of Microeconomics activities on our necessity goods, preparing this report. The project was assigned on January 28, 2008 and submitted on April 07, 2008. 2. Objectives & Scope • Analysis the factor affect of Demand & Supply • Analysis of Market Equilibrium • Determination of Price Elasticity • Analysis of Total Utility • Analysis of Short Run and Long Run • Analysis of Efficiency of Competitive Equilibrium • Analysis of Gain from Trade • Analysis of Difference form of Competition 1.3 Methodology Data Requirements In order to conduct this report the following information was requires: • Assume more than two products. • General information about the product. • General information about the substitute goods of products. • General information about current Market situation of Products. • Information about the Marketing Strategy of Products. • Information about consumer behavior, income level. • Information about the costs of production of wheel laundry soap. Sources of Data In order to collect the above-mentioned information and data following potential sources has been used: ➢ Primary Source: ▪ Assumed data. ▪ Web site of Unilever Bangladesh ➢ Secondary Sources: ▪ Unpublished information Different newspaper ▪ Different texts books...
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...Case analysis on McCormick Company Background: McCormick is a world’s leading manufacturer and provider in spices, herbs and seasonings industry, founded in 1889 in Baltimore. Its yearly sales account for around 21% market share in global market and 17% market share in US market. McCormick sources globally and has more than 1500 suppliers. McCormick operates in two business segments: consumer and industrial. The consumer segment is to sell spices, herbs, extracts, seasoning blends, sauces, marinades and specialty foods to the consumer food market under a variety of brands worldwide; it is the primary driver of their business representing approximately 58% of sales, 80% of EBIT profits. The industrial segment sells seasoning blends, natural spices and herbs, wet flavors, coating systems and compound flavors to food manufacturers and the food service industry, both directly and indirectly through distributors and represents 42% of sales and 20% of EBIT profits. Competitive Environment analysis: Major competitors in the industry include Lawry’s, Krafts Foods Group Inc., Unilever, Associated British Foods, Goya Foods, Badia Spices, Alberto-Culver Co. and Morton Salt. Even though McCormick is the leader in this market, all its competitors are trying to differentiate with others and promote sales to compete with McCormick. How to maintain its competitiveness and lower price becomes one of McCormick’s challenges in terms of the business environment. In terms of competitive...
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...Strategic 1 Management Of UNILEVER STRATEGIC ANALYSIS OF THE ISLAMIA UNIVERSITY OF BAHAWALPUR Strategic 2 Management Of UNILEVER Submitted by: Nadia Shoukat (23) MBA, 4th semester, Section A, (M) Submitted to: Sir Shahid Yaqoob MBA Marketing Submittion Date: 22 May, 2010 THE ISLAMIA UNIVERSITY OF BAHAWALPUR Strategic 3 Management Of UNILEVER DEDICATION WE DEDICATE THIS HUMBLE EFFORT TO The Holy Prophet “HAZRAT MUHAMMAD” (P.B.U.H) The greatest Social Worker, Whose every tear was for The Cause of humanity And also dedicated to THE UNFATHOMABLE LOVE, UNFLINCHING SUPPORT UNTIRING MIDNIGHT PRAYERS AND STEADFASTNESS OF “OUR REVERED PARENTS” WHO HAS BEEN A BEACONHOUSE FOR USFOR THE WHOLE OF OUR LIFE, WHO HAS ALWAYS SHOWED US THE RIGHT PATH, THE PATH OF TRUTHFULNESS AND HONESTY AND WHO HAS BEEN ALONG WITH US THROUGHOUT OUR STUDYING CARRIER THE ISLAMIA UNIVERSITY OF BAHAWALPUR Strategic 4 Management Of UNILEVER Acknowledgements God never spoils any effort; every piece of work is rewarded according to the nature of devotion for it. We are extremely thankful to ALLAH ALMIGHTY Who, in spite of numerous difficulties, vicissitudes and acute frustrations enabled us to probe the present study and dissertation. We bow our head to ALLAH ALMIGHTY for the buntings and the blessings that He has bestowed upon us. Who has given us the courage and stamina to come up to the expectations of our revered teachers and ever...
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...Sales and Distribution Management Program Credit Course Code : PGPM : 3 : SL MM 606 Class of Sessions : 2012 : 30 Objective To make the student aware of issues related to sales force management focusing on ―selling‖ as a tool of Marketing Communication. The study of Channel Management offers an appreciation of logistics of information and goods, and exposes students to the types of systems required to optimize organizational efficiency through this function. Learning Objective: The aim is to prepare students to manage sales and channel teams for different types of selling, with the purpose of enhancing value based output and productivity Learning Outcomes: REFERENCE BOOKS Sales Management - Decisions, Strategies and Cases. 5ed Marketing Channels: A Relationship Approach Sales & Distribution Management Sales Management Sales and Distribution Management – Text & Cases Retailing Management – Text & Cases, 2 nd AUTHOR / PUBLICATION Richard R Still, Edward W Cundiff, Norman A, P Govoni- PCI Coughlan, 7th ed IUP Panda / Sahadev Havaldar / Cavale. Tata Mcgraw Hill - 2007 Pradhan, Swapna. Tata McGraw-Hill - 2006 e Faculty teaching the subject in all PGPM Campuses should refer Articles, Journals, Websites. Detailed Syllabus Introduction: Emerging Trends in S & D, Linking S & D Role & Responsibility of Sales person: - Cross Functional Linkages, Types of selling, Value Proposition, Lifetime Customer Value Creation- Key Accounts Management. Selling Skills: Communication...
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...ANALYSIS OF HAIR CARE PRODUCTS WITH REFERENCE TO SHAMPOO MARKET IN INDIA Khawaja Mubeenur Rahman¹, Dr. Roshan Kazi² and Sandip Sourav3 1 Assistant Professor, Sinhgad Institute of Business Administration & Computer Application, Lonavala Email: rahman.2806@gmail.com 2 Professor, Allana Institute of Management Sciences, Pune Email: babycrab@yahoo.com 3 Territory Sales Manager, Nozzle Auto Association Pvt. Ltd., Mumbai Email: sandeepdokania@yahoo.co.in ABSTRACT Analysis of hair care products with reference to shampoo market in India In the past few years, Indian beauty has occupied a significant place in the fashion world. Both men and women have started giving importance to personal beauty grooming. As such Indian cosmetic industry, especially the hair care market has risen to productive market. In this paper the researcher tried to focus on the hair care products especially top shampoo companies, major brands, SWOT analysis of shampoo market and portfolio analysis of top shampoo brands. The market share of hair care segment in India is continuously increasing day by day. The shampoo market is dominated by HUL and P&G. The top shampoo brands are Sunsilk, Clinic Plus, Pantene and H&S which are placed in the ‘Stars’ cell of BCG matrix of shampoo brands of India. Keywords: Hair care products, Market analysis, Shampoo market, BCG Matrix, Top shampoo companies, Top shampoo brands. INTRODUCTION Washing the hair and scalp has become a near universal practice. The method of doing...
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...need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally. Sumantra Ghoshal and Lynda Cratton nc ofthe most fundamentiil Lind enduring tensions in all liiit very small companies is between siibunit aulononiy and empowermenl on ihc one hand and overall organizaliontil integnition and cohesion on Lhe other.' The tensions grow with increasing organizational complexity and assume tbe most intensity in large, diversified global companies.^ In our research with such organizations, we have seen ihal it is possible to balance those tensions successtijlly by implementing four kinds of horizontal integration for .ichieving cohesion witboul hierarchy. Over the lasL decade, many large companies around the world focused on creating relatively autonomous subunits and empowered managers by breaking up ihoir organizational behemoths into small, entrepreneurial units. Some, though nol all, achieved significant benefits from such restructnring.-' Freed from bureaucratic ccnlral controls, the empowered units improved both the speed and the quality of responsiveness to market demands — and fostered increased innovation. Companies were able to reduce tbeir corporate-level overbead and make internal-governance processes more disciplined and transparent. However, Lbe empowerment of subuniUs also led to fragmentation and to deficiencies in internal...
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...000 employees domestic and foreign. Their customers include mass merchandisers, grocery stores, member club stores, drug stores, department stores, salons, distributors, e-commerce and high frequency stores. Income Statement Analysis ($ in million) The 2015 net sales were negatively impacted by approximately $4.8 billion of unfavorable foreign exchange fluctuation compared to 2014. Net earnings attributable to Procter & Gamble in 2015 were negatively impacted by approximately $1.4 billion due to foreign exchange, $2.1 billion of non-cash impairment charges related to the Batteries business reported in discontinued operations and a $2.1 billion Venezuelan deconsolidation charge. The Vertical analysis shows that the gross profit represented 49% of sales and cost of goods sold rounded at 51% of sales for 2015 compare to 2014 that represent 49.1% and 50.9% respectively. Total SG&A decreased 5% to $23.6 billion, as reduced overhead and marketing spending was partially offset by increased foreign exchange transaction charges (SEC 10K Report, 2015). SG&A as a percentage of net sales increased to 30.9%, as the negative scale effects of lower net sales and inflationary impacts were partially offset by cost savings efforts. The Horizontal analysis reveals that a decrease of $4,321 of sales were reported in 2015 compared to 2014. Cost of Goods Sold decreased by $2,134 in 2015 as well...
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...| Revlon: Case Study analysis | BUS 490 Comprehensive Examination: Strategic Management :: Online | | | 3/16/2012 | Table of Contents Introduction 3 Mission Statement 3 Vision of the Company 4 External Assessment 4 Technological trends 4 Demographic trends 4 Economic Trends 5 Political and legal constraints 5 Sociological factors 7 Global trends 8 Industry Analysis 8 Competitor analysis 9 External Factor Evaluation (EFE) Matrix 10 Internal Assessment 11 Company organizational structure 12 Personal policies and management 12 Operational production capacities and policies 13 Financial stability (common ratios and measures) 14 Ratio Analysis 15 Leadership and organizational behavior, corporate culture, etc 20 Marketing 21 Ethical/ legal issues 22 Management information systems and research and development 22 Patents, Trademarks and Proprietary Technology 22 The Internal Factor Evaluation (IFE) Matrix 23 Strategy Formulation 24 Strategic solutions 30 Timeline for Implementation 32 Consequences 33 References: 34 REVLON: CASE STUDY ANALYSIS INTRODUCTION Introduction Revlon is a global color cosmetics, hair color, beauty tools, fragrances, skincare, anti-persiparant/deodorants, and beauty care products company. Revlon case is a comprehensive strategic management case that includes 2006 and 2007 financial statements, competitor information, internal factors, future outlook and more of Revlon Company....
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...A Summer Training Report ON FINANCIAL ANALYSIS OF HINDUSTAN UNILEVER LIMITED & INDIAN TOBACCO COMPANY Submitted to GURUKUL KANGRI UNIVERSITY,HARIDWAR In partial fulfillment of the requirement for the two years full time post graduate degree in MASTER OF BUSINESS ADMINISTRATION(MBA) Supervised by: Dr. Bindu Arora Submitted by: Akansha Tyagi(MBA) Department of Management Studies Kanya Gurukul Mahavidyalaya, Dehradun 2nd Campus, Gurukul kangri University, Haridwar 2009-2011 ACKNOWLEDGEMENT I wish to thank Indian Tobacco Company Limited, Sidcul and its employees, who gave me their precious time to make me learn some important aspects of the Organization, its Structure, about its functioning. I express my sincere thanks to Mr. Arun Raghav(DGM - HR) for giving me an opportunity to work with them through this summer project. I am very pleased that, I got the opportunity to work under and thank Mr.Kapil(Manager in Finance & Accounts,Sidcul) for his invaluable guidance, constant encouragement & practical suggestions based on the experience to focus my efforts because of which this work has come to the presentable form. Gracious help from Dr. Surekha Rana, have contributed tremendously to the completion of this project work. I offer my sincere thanks to , Dr. Bindu Arora who guided me in the completion of the project. CONTENTS PREFACE…………………………………………………... OBJECTIVES OF STUDY…………………………………. RESEARCH METHODOLOGY……………………………. COMPANY PROFILE • The Indian FMCG sector…………………………...
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