...convenient. Peapod Grocery Case Analysis Peapod online grocery was founded in 1989 by brothers Andrew and Thomas Parkinson. Back in the early 1990’s, Andrew and Thomas Parkinson believed that they had a sure winner with Peapod. Dual income families with little time can go online and do their grocery shopping in a matter of minutes. Consumers can browse the aisles on their home computer and place orders online, by fax machine or by telephone. The orders are then processed at affiliating stores and delivered to homes with in a 90 minute window. Peapod has grown from a small family shopping and delivery service in Illinois to America’s leading Internet grocer. Peapod delivers to more than 23 million orders across 24 United States markets. Consumer Attitudes and Behaviors According to Peter and Olson, “the success of marketing strategies depends on maintaining and changing overt consumer behavior, not just influencing affect and cognition” (Peter & Olson, 192). Overt behavior refers to the external actions that are observable leads many analysts to think it is a simple phenomenon. Overt behavior...
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...with Ahold USA supermarket companies Stop & Shop, Giant Food Stores (Giant-Carlisle) and Giant Food (Giant-Landover). Founded in 1989 by Brothers Andrew and Thomas Parkinson, Peapod has grown from a small, family-run shopping and delivery service in Illinois to America's leading Internet grocer, delivering more than 23 million orders across 24 U.S. markets. As in other pure-play online and clicks-and-bricks alliances, what Peapod brings to the partnership is e-commerce and home shopping expertise, web-based software and ordering systems, web marketing and additional information technology (IT) skills. Ahold’s contributions lie in its considerable buying power, real estate, strong store brand recognition, extensive customer base and category management expertise Products Peapod features over 8,000 products in a range of categories: produce; meat and seafood; deli items; prepared foods; natural and organic foods; Kosher foods; office and school supplies; seasonal items; video products; pet items; health and beauty aids; wine, beer and spirits (in specific markets); and private labels from Stop & Shop and Giant. Markets Served * Illinois - Greater Chicago land * Wisconsin - Milwaukee, Kenosha, Racine, Madison * Indiana - Portions of Lake County in Northwest Indiana * Maryland * District of Columbia * Virginia – Northern part of state (most communities in Fairfax, Manassas and Loudoun Counties) * Massachusetts - Eastern part of state (most...
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...Headquartered in the Netherlands, Royal Ahold is one of the world’s largest international retail grocery and food service companies. At its peak in 2001, Ahold’s reported sales and profits were €66.6 billion and €1.1 billion and it operated 5,155 stores in 27 countries with nearly a quarter of a million employees. Ahold was started as a family firm in 1887 by the Heijn family. It was a family-controlled business, operating primarily in the Netherlands for over 100 years. The company went public in 1948. In 1989, Ahold underwent a major transition from a family-controlled to a management controlled firm. This transition resulted in a phenomenal period of success for the firm. It generated over a 1,000% return for its shareholders and had a market capitalization of €30.6 billion by November 2001. In February 2003, Ahold witnessed a reversal of fortunes and suffered a complete meltdown. The firm was in a complete disastrous state with nothing going in their favour: a failed strategy, an accounting scandal, the firing of professional management, and litigation filings from all parts of the world. Shareholders lost most of their returns generated since 1989. Ahold scandal gave Europe a reason to believe that corporate governance and accounting problems were not restricted U.S. only. Ahold became “Europe’s Enron” (The Economist, March 1, 2003). It caused Dutch and European policymakers to rethink their approach to corporate governance and accounting policy. The Royal Ahold...
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...relationships with Ahold USA grocers, Stop & Shop and Giant Foods. Peapod was grown slowly and wisely by leveraging partnerships with other established companies. In mid-2001, when competitors like Webvan were going out of business, Royal Ahold purchased the remaining outstanding shares of Peapod, making Peapod the leader in the online grocery space. Since Peapod joined forces with Ahold they now serve more than 355,000 customers each year. (“Our company”) Peapod operates under a centralized distribution model with two formats: warehouses and warerooms (room where goods are kept or displayed for sale). Both provide next-day delivery, but warerooms, which are dedicated areas attached to Ahold USA stores, are primarily used in new markets so as to leverage the stores’ infrastructures. Unlike Safeway and Albertson’s, who operate under an “in-store pick” model, centralized distribution allows Peapod to design...
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... BUS 429-01 Marketing Strategy Monday, November 16, 2015 Table of Contents ● Executive Summary………………………………………………………… 2 ● Stop & Shop Description…………………………………………………… 3 ○ Overview, History and Successes of Company ● Stop & Shop Strategic Plan and Focus………………………………….. 4 ○ Mission/Vision ○ Financial and Nonfinancial Goals ○ Core Competencies and Sustainable Competitive Advantage ● Situational Analysis………………………………………………………….. 6 ○ Microenvironment ○ Macroenvironment ○ SWOT Analysis (Macro and Microenvironment Factors).... ● Market-Product Focus……………………………………………………… 10 ○ Growth Strategies ○ Target Markets ● Marketing Program Strategy and Tactics……………………………….. 12 ○ 4 Elements of Marketing Mix Strategy ● Financial Projections……………………………………………………….. 16 ○ Sales,Profits, Market Share, Unit Volume ○ Breakeven Analysis & Return On Investment (ROI) ○ Five Year Projections for Revenue, Costs, Profits ● Implementation Plan………………………………………………………… 18 ○ Time Frame of Objectives, How to Monitor, Resources needed ● Evaluation and Control……………………………………………………... 19 ○ How to Monitor and Correct...
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...Bombardier International Business Goran Vitic, Tim Subion, Tim Dunkin, Dan Table of Contents Introduction 3 Top Two Countries 3 United States 4 United Kingdom 7 Political, Economical & Cultural 8 Political Differences 8 United States: 8 United Kingdom: 10 Economic 11 United States: 11 United Kingdom: 12 Culture 12 United States 12 United Kingdom 12 Overcoming Differences 13 United Kingdom 14 Opportunities 14 America 15 Opportunities 15 Threats 15 Conclusion 16 Executive Summary 16 Works Sited 17 Introduction Bombardier’s headquarters is located in Montréal, Canada. It is a publically traded company on the Toronto Stock Exchange, traded under BBD. At the end of the fiscal year January 31, 2011, the company had posted revenues of $17.7 billion USD. Bombardier’s goal is to earn worldwide leadership in aerospace and rail transportation. The company’s mission statement successfully depicts the firm. We are committed to providing superior value and service to our customers and sustained profitability to our shareholders by investing in our people and products. We lead through innovation and outstanding product safety, efficiency and performance. Our standards are high. We define excellence and we deliver . Bombardier started with inventor and entrepreneur J. Armand Bombardier, founder in 1942 through his invention of the snowmobile. Laurent Beaudoin, the son-in-law took the reins of...
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...Bombardier transportation and the Adtranz Acquisition 1. What is this case about (250 words)? 2. What are the Key Success Factors of the railway equipment industry ? 3. Draw a schematic representation of Bombardier’s business portfolio before and after the Adtranz acquisition. How critical is the European railway market for Bombardier? (From a business and a corporate level perspective). 4. Is Adtranz an attractive acquisition target for Bombardier? What are the arguments for and against? 5. What should Lortie do with Adtranz? Integrate it ? Leave it as a stand alone? A mix? Justify. What should be his focus in Europe in the next three years : growth or profit ? Justify. 6. Propose an organizational structure for the Railway SBU of Bombardier. Justify. Question 1 Bombardier transportation was one of three major operating groups of Montreal, Canada-based Bombardier Inc, it was one of the world’s largest manufacturers of passenger rail cars. Adtranz, an European company belonging to DaimlerChrysler is the major player in Europe in propulsion systems and train controls. In order to expand BT’s presence in the global rail equipment industry, especially on European continent, BT considers that merging with Adtranz could enlarge its key competencies and know-how and will allow BT to be more competitive on its market. But this operation presents four main issues to be solved: The size of the acquisition, Adtranz was approximately twice the size of BT. ...
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...6 Strategic Plans: Bombardier is the world's biggest passenger train producer and the third biggest civil aircraft manufacturer (Bombardier Inc., 2012). The organization is headquartered in Quebec, Canada, and utilizes roughly 71,000 individuals in operations in more than 60 nations around the globe (Datamonitor, 2010, p.96). Throughout the years, Bombardier has manufactured notoriety for being an industry pioneer, trend-setter and innovator. Expanded worldwide rivalry combined with financial instability and changing customer needs, is driving Bombardier to re-evaluate its methodologies, so as to have the capacity to adequately contend in the aggressive worldwide business sector. Bombardier follows some strategies in order to maintain its industry-leading...
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...manufacturer in the world.” – Guy Hachey. Lofty goals but from the examination of the current data, Bombardier may be close to achieving this objective. a. The Current Ratio is 2. b. The Debt Ratio is 45.38. c. The Return on Investment is 10.06% The statements show an increase in net revenue from $707 to $769 in a time when the global economy is experiencing a down turn. Dassault’s business Objectives are stated as expansion through acquisition. “At the top line, total revenue of EUR410 million increased 29% in constant currencies. New licenses revenue was up 28% in constant currencies. The revenue dynamic was good in all three geographic regions. At the bottom-line earnings were up 47% demonstrating our operating leverage.” – Bernard Charles II. The Three Most Important Ratios for my companies are: d. The Current Ratio e. The Debt Ratio f. The Return on Investment III. Relevant Ratios and Comparison to Industry show. Ratio | Bombardier | Dassault | Industry | Analysis | The Current Ratio | 2 | 4.5 | 1 | Both of the companies being considered are above the industry average when it comes to current ratio. Bombardier is lower because of their aggressive expansion into alternative product lines. Regardless both companies have sufficient reserves to meet their current obligations. | The Debt Ratio | 45.38 | 70.20 | 48.5 | Bombardier is in line with the industry average. Dassault is almost twice the industry average but...
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...position of the company in this situation of a financial crisis related to its main competitors? 32 Chapter 6 33 Budgeting Process in Management Control System 33 Chapter 7 34 Internal Control System 34 The alignment of the Internal Control System into the day-to-day management of performance 35 Conclusions and Recommendations 36 Bibliography 37 Closing statement 38 Preface Background We are appointed to finish the Bombardier case to give a primary analysis on the Bombardier Transportation, emphasis on the risk management of the company. Combining the subjects we have learnt about risk management and strategy management. Acknowledgement We would like to express our gratitude to all those who gave me the possibility to complete this report. We are heartily thankful to our professor, Mr. Chretien Straetmans, whose encouragement, guidance and support from the initial to the final level enabled us to develop the understanding and complement of the report. Report direction We are presenting the report to assist Bombardier Transportation to have a better development on the whole management system. Summary Albert Einstein once said: “Imagination is more important than knowledge”. This statement is...
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...Publish Log In Sign Up ------------------------------------------------- Top of Form Search Bottom of Form Explore Documents Books - FictionBooks - Non-fictionHealth & MedicineBrochures/CatalogsGovernment DocsHow-To Guides/ManualsMagazines/NewspapersRecipes/MenusSchool Work+ all categories RecentFeatured People AuthorsStudentsResearchersPublishersGovernment & NonprofitsBusinessesMusiciansArtists & DesignersTeachers+ all categories Most FollowedPopular Download 0 Go BackComment Link Embed Zoom of 00 Readcast 0inShare EMBRAER CASE STUDY : Resources and Competance, Value ChainCompetitors have claimed that Embraer’s competitive advantage is unfair, sustained only by ongoing direct and indirect government support.while government support wasimportant in helping the firm evolve into a major player in the regional aircraft market,such support has also been available to Embraer’s competitors. Embraer’s success musttherefore be attributed to other competitive advantages.Given its limited resources, especially during the reduction in direct government support,Embraer’s strategy has been to focus its R&D funds on key technologies that it caneffectively produce in house. It has outsourced the production of components that other companies can manufacture more efficiently.Embraer has focused its R&D on the development, systems engineering and integrationof the more than 28,000 parts and components that make up an aircraft. The company has alsoretained the development...
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... Student Number:T2260640 | April 2 2012 | Task Title: Discuss how global companies design their websites for different countries. Make reference to the images of the Bombardier website attached to this outline. | Word Count: 841 | Discuss how global companies design their websites for different countries. Make reference to the images of the Bombardier website attached to this outline”. Introduction Globalization, with improved knowledge and application of technology has given birth to all other mediums to enhance communication and information to people and interested consumers/customers in the case of Global companies. It has been agreed by great intellectuals that it is a very rich medium to fulfil all objectives mentioned earlier. The original interior motive for designing a website was for the purpose of learning, but now serves as a pivotal for many business inclined professionals through the platform of E-commerce (Bauknecht, 2000). In addition there is not a doubt that global companies strive to reach the top by avoiding all forms of limitations in designing their website. Furthermore, through exploratory research study, it is not shocking to find out that most Global Companies universally base their decision in building of their web sites round the concepts mentioned below...
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...Motion (RIM), the creator of the BlackBerry smartphone, as of June 2012. Topics include competition in the global smartphone market, RIM's corporate investments in research and development (R & D), and the failure of the telecommunications equipment manufacturer Nortel. (AN: 76358166) | | | Persistent link to this record (Permalink): | http://ezproxy.lib.ucalgary.ca:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=76358166&site=ehost-live | | | Cut and Paste: | <a href="http://ezproxy.lib.ucalgary.ca:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=76358166&site=ehost-live">BlackBerry blues.</a> | | | Database: | Business Source Complete | Section: Business TECHNOLOGY The once-mighty RIM is fighting for its life. What that means for a Canadian tech sector still suffering from the loss of Nortel To get a sense of how deeply intertwined the Canadian identity has become with the BlackBerry, this country's most famous modern-day invention, pick up a copy of the study guide issued by the federal government to help new immigrants prepare for their citizenship test. There, among the handful of inventors whose work is so critical to the country's history that their names should be memorized--Alexander Graham Bell, snowmobile inventor Joseph Bombardier, and Wilder Penfield, the McGill surgeon who discovered epilepsy--are Mike Lazaridis and Jim Balsillie, the co-founders of...
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...FIN 6406 A Financial Ratio Quarterly Trend Analysis of: The Boeing Company BA Listed on New York Stock Exchange Prepared for: Dr. Deanne Butchey Corporate MBA Program Florida International University By: Justin Papcun Computations Financial Trend Comparison Liquidity: The Boeing Company financial data shows that the company is in place to settle up its obligations in the short term business strategy. As it appears right now, 1.20 is the current ratio and the company’s assets offset its liabilities by 1:2. The quick ratio of 0.37 is lower than the current ratio due to the variance from competition forming from the industry average. The current ratio posted a value of 1 or above consistently, but the same cannot be said for the quick ratio which posted below the value one for Q1-Q4. This decline comes from a recession, a decrease in airline traffic, and the instability of fuel cost. Despite this the current ratio was able to increase value while the quick ratio decreased while still posting a positive number. This was due to an inventory and production decrease. In current liabilities to inventory sector, the numbers did not suffer. In Q1-Q4 Boeing did not post a value below 1, varying between 1.13-1.21. The cash ratio saw numbers between 0.13 and 0.14 for Q1-Q3, and increasing to a 0.21 for Q4. Assets Utilization: This asset ratio shows Boeing is competently generate profitable sales revenues by properly using investments. Looking at the ratio turnover...
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...Through Their Expansion Plans, How will Porter Airlines Effectively Utilize Their Low-Cost Business Level Strategy to Increase Their Customer Base? Table of Contents Executive Summary…………………………………………………………………….p. 3 Porter Airlines…………………………………………………………………………..p. 4 The Expansion..………………………………………………………………………...p. 4 What is Organizational Strategy………………………………………………………..p. 7 Porter Airlines Business Level Strategy………………………………………………..p. 9 Core Competencies …………………………………………………………….p. 9 Competitive Advantage………………………………………...………………p.12 Low Cost Business Level Strategy………………………………………...…..p. 13 Low Cost Business- Level Structure………………………………………………….p. 15 Conclusion…………………………………………………………………………….p. 17 Appendix……………………………………………………………………………...p. 18 References…………………………………………………………………………….p. 20 Executive Summary Porter asserts that their secret to success relies in combining a low-cost business-level strategy with a focus on higher yield passengers who value premium service (Preville, 2014). The company has been profitable for the last two years, and as a result has been focusing efforts on expanding their domain and customer base. After conducting an interview with an operations manager at the company, Ashley Hammill, I was able to acquire information about the company’s expansion plans, business strategy and structure (See Appendix A). I will be using the information provided by her primarily, with some secondary sources allowing me to go into further detail about the company....
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