...Table of Contents Executive Summary…………………………………………………….4 Mission Statement………………………………………………………5 Vision Statement………………………………………………………..6 Company Description..………………………………………………….7 Strength…………………………………………………………………8 Weakness………………………………………………………………..8 Opportunities……………………………………………………………8 Threats…………………………………………………………………..9 Country Overview………………………………………………………10 Products and Services…………………………………………………...11 Financial Analysis………………………………………………………12 Funding…………………………………………………………………13 Future Outlook………………………………………………………….14 Advertisement/Promotion……………………………………………….16 Competition……………………………………………………………..17 Legal Implementation Appendix References EXECUTIVE SUMMARY Invacare Home Heath Equipment and Supply is a promising venture to take into consideration for the St. Petersburg, Russia area. It will provide high-quality health equipment and service to its customers. Invacare will provide a wide array of equipment such as wheelchairs (manual and battery powered), beds (basic-electrically operated beds), respiratory equipment (oxygen, nebulizers), bedside commodes, walkers, and canes. After analyzing the demographics and opportunities in the St. Petersburg areas, it was determined that there is a need for a local healthcare provider. St. Petersburg, through much research, has been determined to be in need of better healthcare accessories. The handicaps of St. Petersburg seem to be overlooked and not giving accessibility to most local venders. By strategically...
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...VimpelCom Ltd. Case study ANALYSIS MOT (full-2015) | | | | | | | | Table of content: # | Subject | Page # | 01 | Cover page | 01 | 02 | Table of content | 02-03 | 03 | Table of figures | 04 | 04 | Table of tables | 04 | 05 | Company description | 05 | 06 | Outline | 05 | 07 | Brands | 05 | 08 | Features | 05 | 09 | Website | 05 | 10 | Brief History | 06 | 11 | Financial information: Sales & profit (past 5 ~10 years) | 07-09 | 12 | | Sales & profit (2005-2014) | 07 | 13 | | Sales & profit 2015 | 08 | 14 | Total assets in USD million, in the AY 2015 | 09 | 15 | Human Resources information | 10 | 16 | | Number of Employees | 10 | 17 | | Failure Tolerance management style | 10 | 18 | Composition of Core competences | 10 | 19 | | Core competences | 10 | 20 | | Core product | 11 | 21 | | End product | 11 | 22 | | Core technology | 11 | 23 | | Nesting Innovation | 11 | 24 | | Core markets | 12 | 25 | A big Hidden Champion | 12 | 26 | Corporate growth strategy | 13 | 27 | | History of applying growth strategy | 13 | 28 | History of Innovation Creation | 14 | 29 | Innovations changed the company competitive in the industry or world market | 14 | 30 | Imitation, Improvement, Innovation (I3) | 14 | 31 | Position of the company in industry | 16 | 32 | Market share | 16-17 | 33 | VimpelCom performance in emerging markets | 17 | 34 | Open Innovation | 17-18 | 35 | | History...
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...Managing Change from fallout of Political Risk: Russian Commercial Aviation Background: Political risk realized. Following the break-up of the Soviet Union in the early 1990s, a crippling paralysis rapidly settled over most sectors of the economy. The ultimate political risk to a national economy had been realized – the entire collapse of a centralized management paradigm. Even basic services halted – tomato farms as well as police services could not get deliveries from suppliers, make payrolls, or collect from customers. Even such mundane activities in relatively non-integrated industries could be struck and struck hard by the lack of capital and basic finance. Vastly more complicated and capital intensive industries such as shipbuilding and aircraft manufacturing were throttled the same, but have been destined to much longer and more complicated recoveries. The domestic aircraft industry has been targeted as a “national treasure” industry of focused investment and restoration. In global terms, the Soviet Union was indeed an aerospace superpower. Its engineering ability, productive organization and domestic national market had achieved a vertically integrated and complex product line covering all facets of aircraft markets – light aviation, cargo, military, rotary wing and passenger. Only the United States as a sovereign achieved the same. Europe only managed to retain global competitiveness by massive trans-national subsidies and cooperation in the form of EADS...
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...Outline Introduction 2 Case explanation 2 Key elements of digital marketing 3 Attracting new customers through the web site The website is a visiting card, a means of communication with new clients. This is where the visitors will be able to learn about upcoming events, special offers, changes in the menus, etc. 3 Information in Yandex and Google Business cards 3 Social networks for the promotion of the restaurant 3 Mobile applications for restaurants 3 Goals and Objectives 3 Website 4 Another Sites 5 Instructions 5 Control 6 Recommendation 7 Conclusion 7 List of References 8 Theodore Levitt CREATIVITY IS NOT ENOUGH Harvard Business Review on The Innovative Enterprise, 2003 9 Mikhail Lednev Internet Marketing Industry Online Marketing 2001 10 Sergei Kovalev "Catering business" Magazine Russia & World Food Market, 2007 11 Introduction Web showcasing can be characterized as the advertising of your items and administrations over the Internet or Web. Also you can hear it named with different names such as Search motor advertising, Web promoting, computerized showcasing, e-showcasing, electronic advertising, and web promoting and so on. In the cutting edge world, the Internet is an unmistakable instrument which is helping organizations to reach truly a great many new clients. Presently the connection between Business to Business (B2B), organizations and shoppers has been reclassified by the Internet. With the assistance of Internet now little to medium...
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...Summary The following is an analysis of the IKEA case study found in the Strategic Management Text book. This analyses the strategies used by IKEA to gain competitive advantage in markets outside its original area. The report begins by providing a background into IKEA. It studies International Business Level Strategy and the three international corporate level strategies. The case study goes into informing its target market and pricing strategy, which is already discussed. This case study further says how different people in different parts of the world thinks about IKEA, how elegant their designs are and how affordable for them to purchase IKEA products. Some of IKEA’s main markets are in three of the fastest growing markets such as Russia, US and China. IKEA store bring out products such as furniture to small product like a scented candle. IKEA has over 1300 suppliers in about 53 countries. They further have 12 full time in- house designers with 80 free lancers and other production workers to identify the correct raw materials and produce products efficiently and cost effectively. Primarily, IKEA produced standardized products however; this international strategy did not work for one of its vital markets that is, US. Therefore, they had to emphasize on taking corrective actions. The report also analyses the entry methods used by IKEA and its sustainability. IKEA Case Study 2 MAN3503-Strategic Management Table Of Contents Introduction 4 History ...
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...Summary The following is an analysis of the IKEA case study found in the Strategic Management Text book. This analyses the strategies used by IKEA to gain competitive advantage in markets outside its original area. The report begins by providing a background into IKEA. It studies International Business Level Strategy and the three international corporate level strategies. The case study goes into informing its target market and pricing strategy, which is already discussed. This case study further says how different people in different parts of the world thinks about IKEA, how elegant their designs are and how affordable for them to purchase IKEA products. Some of IKEA’s main markets are in three of the fastest growing markets such as Russia, US and China. IKEA store bring out products such as furniture to small product like a scented candle. IKEA has over 1300 suppliers in about 53 countries. They further have 12 full time in- house designers with 80 free lancers and other production workers to identify the correct raw materials and produce products efficiently and cost effectively. Primarily, IKEA produced standardized products however; this international strategy did not work for one of its vital markets that is, US. Therefore, they had to emphasize on taking corrective actions. The report also analyses the entry methods used by IKEA and its sustainability. IKEA Case Study 2 MAN3503-Strategic Management Table Of Contents Introduction 4 History ...
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...SATAKUNNAN AMMATTIKORKEAKOULU SATAKUNTA UNIVERSITY OF APPLIED SCIENCES Anna Tulinen FACING THE CHALLENGES IN EXPORTING TO RUSSIA SCHOOL OF BUSINESS RAUMA Degree Programme in International Business and Marketing Logistics 2007 TIIVISTELMÄ VENÄJÄN VIENNIN HAASTEIDEN KOHTAAMINEN Tulinen, Anna Satakunnan ammattikorkeakoulu International Business and Marketing Logistics Liiketalouden Rauman yksikkö Tammikuu 2007 Tanhua, Daniela Sivumäärä: 85 Avainsanat: kansainvälinen kauppa, vienti, Venäjä Opinnäytetyön aiheena on Venäjän viennin ongelmien tutkiminen. Työ pitää sisällään teoreettisen osuuden, jonka pohjalta empiirinen tutkimus on tehty. Tarkoituksena oli selvittää minkälaisia ongelmia pienet ja keskisuuret suomalaiset yritykset kohtaavat viedessään tuotteitaan Venäjälle. Venäjän WTO-jäsenyysneuvottelut ovat loppuvaiheessaan ja työn tarkoituksena on myös eritellä niitä etuja, joita tuo jäsenyys saattaa tuoda mukanaan Venäjän kauppaa käyville yrityksille. Teoreettinen osuus kuvailee kansainvälistä kauppaa ja vientiä. Osassa, joka käsittelee kansainvälistä kauppaa, kuvaillaan lyhyesti kansainvälistä markkinointi ympäristöä sekä luetellaan kansainvälisen kaupan esteet ja ne syyt, joiden mukaan valtiot pyrkivät estämään kansainvälistä kauppaa. Kappaleen loppu keskittyy käsittelemään logistiikan tärkeyttä ja ongelmia kansainvälisessä kaupassa. Viennin osuudessa käsitellään viennin peruskäsitteitä sekä kansainvälisen kaupan dokumentaatiota ja tullin roolia. Viitekehys yhdistää...
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...Halmstad University School of Business and Engineering Business Culture II VeniltonReinert Marketing And Communication Plan FALU RED PAINT Friday, 14. Dec. 2012 Wan Ting Huang Tatjana Weber Jonathan Tran Quentin Peulot Cyril Albert Matthieu Fernandez 1 Table des matières 1. Introduction (north country/ wood houses) ........................................................................ 3 1.1 Pestel analysis of Russia : ............................................................................................................ 5 1.2 Pestel analysis of Canada: ......................................................................................................... 12 2 Micro environment ............................................................................................................ 19 2.1 Brand ........................................................................................................................................ 19 2.2 Product ..................................................................................................................................... 20 2.3 Price ......................................................................................................................................... 21 2.4 Promotion .................
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...in 1859 in Slonim, Belarus. In 1882 ,he moved to England to escape anti-Semitic discriminate , but had few friends and little money. He came to Leeds, a growing industrial town with a population of over 160,000. He was attracted by its large Jewish community and job opportunities in the thriving clothing trade. At the time Marks couldn't speak English and had no money or particular skill but had a very sharp mind for business and understood what customers wanted and needed . Initially he travelled the towns and villages of West Yorkshire, selling wares from his bag. He later set up a permanent market stall in Leeds, the latter which developed into a successful retail business. Unusually, he always displayed all his goods with clearly priced labels. He started hiring sales assistants to run the stalls. , Selling simple stock such as haberdashery and hardware goods, he adopted the slogan 'Don't ask the price, it's a penny'. This fixed price system and the open display of goods made him very popular. In Leeds as Customers liked being able to inspect the goods and knowing exactly the cost, with no need for haggling. In 1890 Dewhirst a cloth manufacturer offered Marks a £5 loan with this Michael Marks was able to buy his first stock for peddling . This was the start of a strong relationship between the two businesses. . and Dewhirst is still the major supplier to M&S till today. .In 1894 Michael decide to expand the business, he approached Isaac Dewhirst....
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...|[pic] | | [pic] [pic] Members: Ms. Sarah Burangi (2103703) : Ms. N.Lin (2053147) Tutor : Mr. L. Wijckmans Date: 04 June 2007 Preface This report is a combination of the effort of two students Na Lin and Sarah Burangi submitted to fulfill the requirements for an MSc in Information Systems particularly the International Marketing Module. The report reflects the success of IKEA in developing its brand internationally. The purpose of this assignment is to give one analysis of the marketing context in which IKEA operates and critical evaluation of its operational options. We would like to thank Fontys and Roehapmton that give us such a good opportunity to work as a group, and we also would like to thank our tutor, Mr. Wijckmans for his instruction. Executive Summary The report gives a detailed account of the IKEA brand development over the years using marketing principles. The first chapter looks at IKEA, the background, evolvement and current position. Chapter two looks at branding in terms of the marketing mix that is product, price, promotion and place. This is the followed by chapter three which looks how IKEA handles cultural differences when conducting business across the world. Chapter four explores the...
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...and Number of Employees 6 Ownership Structure 6 Product and Services 8 Levels of Customer Service 11 Customer Profile 12 External customers of Victoria’s Secret 13 Internal Customers 15 Satisfaction of Customers Five Needs 20 Appropriate Market Research 21 Best seller product 21 Product range information 22 Product information and specifications 23 Delivery, warranty and return or cancelation policy 24 Sample promotional materials 24 Management and Leadership qualities 26 Leadership qualities 26 Management skills 27 Position description of CS manager: 31 Types of customer service training 35 Schedule for training 37 Example of customer service training policies 38 Feedback from customers 42 Survey 43 Managing customer service reports 46 Conclusion 47 Referencing 48 Business profile and interview Interview With alshaya CS Officer 1. What is great customer service in your understanding? You should always smile and greet the customer with good morning sir / mam or which part of the day it is. After that the query should enter the system for any follow up or feedback. Always make sure the customer ends the call as satisfied as possible. 2. How would you handle an awfully irritated customer? I understand it’s hard to satisfy all customers but it depends on the customer if he/she is reasonable then I’m sure he/she will end the call satisfied, but If the customer escalates we would send it to the operation team then they will...
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...other way round. IT significantly affects strategic options and creates opportunities and issues that managers need to address in many aspects of their business. This page outlines some of the key impacts of technology and the implications for management on: * Business strategy - collapsing time and distance, enabling electronic commerce * Organization Culture - encouraging the free flow of information * Organization Structures - making networking and virtual corporations a reality * Management Processes - providing support for complex decision making processes * Work - dramatically changing the nature of professional, and now managerial work * The workplace - allowing work from home and on the move, as in telework There is also the outline of an executive presentation, that has been used to increase awareness of these issues. The Impacts Business Strategy IT creates new opportunities for innovation in products and services. Services which used to be delivered in person can now be delivered over networks. Among the key levers are: * resequencing: including parallel processing of data-bases * simultaneity: making information instantly available in several systems (e.g via OLE) * time extension: offering 24 hour a day; 365 days a year service * portability: taking service and products closer to the user * reusability: using information captured for one purpose (e.g. transactions), and using for others (e.g....
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...IntMk-CStud-4.qxd 26/05/2005 14:05 Page 563 section 4 case studies cases 4.1 Wal-Mart’s German Misadventure 4.2 Handl Tyrol: Market Selection and Coverage Decisions of a Medium-sized Austrian Enterprise 4.3 Blair Water Purifiers to India 4.4 A Tale of Two Tipples 4.5 Kellogg’s Indian Experience 4.6 Strategic Alliances in the Global Airline Industry: from Bilateral Agreements to Integrated Networks 4.7 GN Netcom in China 4.8 IKEA: Entering Russia 4.9 The ‘David Beckham’ Brand 563 571 574 583 586 590 594 599 604 case 4.1 Wal-Mart’s German Misadventure I don’t think that Wal-Mart did their homework as well as they should have. Germany is Europe’s most pricesensitive market. Wal-Mart underestimated the competition, the culture, the legislative environment. — Steve Gotham, retail analyst, Verdict Retail Consulting, October 20021 We screwed up in Germany. Our biggest mistake was putting our name up before we had the service and low prices. People were disappointed. — John Menzer, head of Wal-Mart International December 20012 ‘Don’t look now:’ low prices all year round! With thanks to Walmart 563 IntMk-CStud-4.qxd 26/05/2005 14:06 Page 564 section 6 case studies section 4 German blues For the world’s largest retailing company, Wal-Mart, Inc., the German market was proving difficult to crack. By 2003, even after five years of having entered Germany, Wal-Mart was making losses. Though Wal-Mart did not reveal these figures, analysts estimated...
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...presence beyond Europe. The Mexican investment proposal called for the purchase and installation of new automated machinery to recycle and refurbish toner and printer cartridges for the local market. Recycling and refurbishment had become a large portion of Ariel’s business in all its markets; both European and foreign. This process and market had burgeoning margins and was proving to be a centerpiece of Ariel’s future growth. Many office product retailers operated formal toner cartridge recycling programs, both for environmental reasons of keeping reusable waste from landfills and demonstrating cost savings to customers over continually buying new OEM product. Writing in a leading trade journal, one industry analyst stated, “We are going to see more and more refined approaches to recycling and refurbishment in the coming years…Both corporate and individual customers are becoming used to these reusable products. They simply come to expect these products to be high quality, available at all times, and at lower price points than new OEM cartridges”. Ariel-Mexicana’s Jalisco plant began operations in...
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...community and environment. Many of the employees who work at Starbucks take this mission personally and they volunteer throughout the communities in which they work. Part of the Starbucks training encourages employees to go out and do volunteer work in their community. Starbucks also has each store pick a charity in which they donate pastries and coffee to each month. They work with quite a few charitable organizations and are a huge part of the communities that they are in. Starbucks was brought into the market to offer the Coffee drinker a new and pleasant experience. Since Starbucks came into the market coffee became friendship, comfort, quality beverage, and a moment of pleasure. The different strategies that they used in order to make the customer feel...
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