...tcc Commitment and Trust All members of a high-impact team must be fully committed to achieving the team's mission and goals. Each member must devote a reasonable amount of time and energy to advancing the team's mission and must be able to trust that all other team members are doing the same. Mistrust stemming from unbalanced workloads can lead to petty political moves, such as high performers slacking off to close the gap between team member outputs. Communication Effective teams must have open lines of communication. Communication must be honest and flow between all team members equally. Team members who understand each other's unique communication styles, or who agree on a single style of communication from the outset, are more likely to move the team in a productive direction that everyone understands and supports. Team members must never be hesitant to communicate with other members about issues and concerns, as well as new ideas or personal observations. Diversity of Capabilities Teams that possess a wide range of professional competencies can be more fully equipped to meet a wide range of challenges. When building teams, take time to ensure that each team member possesses skills and strengths that complement the skills, strengths and weaknesses of other team members. Bringing together people with common skill-sets can lead to a great deal of discussion with little subsequent action. Ensuring that each team member possesses a unique specialty allows team members to...
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...Case Study: UK Kitchenware This case study is a conflict between leadership and management. In this report I will be assessing how successful the change strategies have been. When two people acquire a large company with the intentions of improving it, it is possible, if the change isn’t managed correctly, for the change to fail and the company continues to be unsuccessful. Roger Gill says ‘change must be well managed, it also requires effective leadership to be successfully introduced and sustained’ (. Throughout the case study I will explain, using theories and evidence for support, that the change management has generally been successful. I will also point out areas where it has been less successful and areas that could, in the future, cause problems. One problem Nick and Dennis came about early on in their venture was the managing director. The case study says that the managing director was out of his depth and it was clear that the business was being managed not lead. The managing director didn’t have the expertise in order to adapt his management to the new leadership of Nick and Dennis. Peter Senge says that a successful organization needs ‘adaptive leaders’ who are ‘people that continually expand their capacity to create the results they truly desire.’ With this in mind Nick saw what needed to be done and took the role into his own hands. ‘This is unacceptable and we’ll do something about it starting today’ is what nick says and that approach proves successful...
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...[pic] Running head: BRAND EXTENSION MARKETING PLAN The Cooler Cooker Unit 6 Final Project Tanya Dabney Marketing Management, GB530.04 Dr. Jerry Haenisch, PhD May 27, 2011 1.0 Executive Summary The “Cooler Cooker” is the most recent innovation that has great potential to generate revenue for Lakeland, “the home of creative kitchenware”. The Cooler Cooker is a product that will be an answer to household families, single parents, chefs, culinary students, and anyone who prepares hot meals whether at home, in restaurants, or in a cafeteria. The cooler cooker will perform and prepare meals as any other cooking pot or pan. The beauty behind this product is although it has the ability to prepare meals on the stovetop or in the oven, to the outside touch, the pot or pan will never get hot. This innovate product is any cook’s dream, especially moms who are always in fear of their children that are always displaying curiosity to get the better of them and makes the decision to touch that hot pot on the stovetop. It is not uncommon, everyone at some point or another, while preparing a meal have mistakenly or unconsciously touched that hot pot and the results of the incident were not good. With the Cooler Cooker you will never receive another burn. Regardless of the temperature in the oven, or the length of time the meal has to be prepared on the stovetop, this safe and user friendly product will never get hot to the outside touch rather it will always remain...
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...Executive Summary TABLE OF CONTENTS Chapter 1 Introduction………………………………………………. 1.1 Scope 1.2 Objective 1.3 Company Background 1.3.1 Company vision and mission 1.3.2 Company products and services 1.3.3 Corporate and business strategy 1.3.4 Sales and profit of the company Chapter 2 Business and corporate strategy…………………………. 2.1 IKEA business and corporate strategy 2.2 Micheal Porter’s Five Forces Model 2.3 IKEA as a competitive advantage Chapter 3 Why IKEA failed in USA………………………………….. 3.1 Cause of the failure 3.2 Different management styles in USA 3.3 Different consumer decision process 1.0 INTRODUCTION 1.1 Scope 1.2 Objective 1.3 IKEA Company Background IKEA is a Swedish furnishing company and was founded by Ingvar Kamprad 1943. It started as a one-man mail order company in a farming village in Southern Sweden called Smaland. (IKEA, 2011a) Today IKEA has become a big international company which has stores in 44 countries worldwide. The IKEA Group has grown into a major retail experience with 123,000 co-workers and is generating annual sales of more than 21.5 billion Euros. (IKEA, 2011b). The sales growth is shown in Appendix 1. The IKEA concept started in the 1950’s with catalogue marketing combined with a showroom where customers could see and touch IKEA products. The company’s three distinct features were function, quality and low price. Problems with suppliers...
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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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...essential. With over 30 years’ experience producing highly respected off-the-shelf publications, Key Note has built a reputation as the number one source of UK market information. Below are just a few of the comments our business partners and clients have made on Key Note’s range of reports. “The test of any marketing strategy and plan lies in the quality of information used, upon which marketing judgments and decisions are based. Quality is the key word here. The Key Note reports are an excellent source of such quality information, covering a wide variety of product sectors.” The Chartered Institute of Marketing “We have enjoyed a long-standing relationship with Key Note and have always received an excellent service. Key Note reports are well produced and are always in demand by users of the business library. Having subscribed to Market Assessment reports for a number of years, we continue to be impressed by their quality and breadth of coverage.” The British Library “When we are putting together strategic information for presentations to major retailers and Symington’s Board, the combination of Key Note’s market research and company information proves invaluable. It is accurate and easy to use, and provides us with important insight that we cannot get elsewhere.” Symington’s “I regard Key Note as the number one provider of UK market research. The way Key Note content is packaged and presented is appealing and easy to understand and therefore a must for my taught course students...
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...Contents Haier 2 Research on brands and branding 2 Strong in home market 2 Geographical balance in sales 3 Addresses similar consumer needs worldwide 4 Standardization vs. Adaptation 4 Marketing mix 5 Consistent positioning 5 Haier’s mission statement 6 Haier’s Vision statement 6 Consumers value the country of origin 6 COO theory 6 Product category focus 7 Corporate name 8 Branding and strategy 8 Extent of globalization 9 Analysis of the brand 10 Marketing metrics 10 Revenue metrics 10 Marketing programs performance metrics 11 Profit per customer 11 Bibliography 13 Haier Haier Group is a Chinese multinational home appliances and consumer Electronics Company which has it headquarter in Qingdao, China founded in 1984. It designs, develops, manufactures and sells a wide range of products which includes air conditioners, mobile phones, computers, microwave ovens, washing machines, refrigerators, televisions etc. Research on brands and branding International marketing today requires that the products used by the consumers must be branded and have good branding image. China created a portfolio of global brand champions. These features were presented by John Quelch in 1999 that were common in all the ten brands, which are as follows. Strong in home market In order to be successful on a global level, firms first of all need to have strong position in their domestic markets. If the cash flow and market share at domestic level is strong...
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...INTERNATIONAL MARKETING Case Study Report How Starbucks Corp. should improve its business Syndicate Group Number 1 24/08/2007 The following group assignment report was prepared for a business unit at Macquarie University, Sydney. The information given does not need to be correct. The suggestions given and conclusions drawn remain (as the whole report in itself does, too) the intellectual property of the authors. Do not use this report for plagiarism. Do not copy this report. Do not print this report. Do not hand this report in as your own! Authors and Copyright: Tanya Shahi Jorge Omar Martin Aufschläger Timo Schmerling Stefan Gassner tanyashahi@gmail.com canogeorge@hotmail.com martinaufschlaeger@gmail.com timo_schmerling@web.de mail@stefan-gassner.de 2 Case Study Report: Starbucks Corp. Table of Contents Table of Contents ....................................................................................................... 2 1. Introduction ............................................................................................................. 3 1.1 Company Profile ................................................................................................ 3 1.2 Case Summary.................................................................................................. 3 1.3 Current Situation .................................................................................................
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...Note: Solve any 4 Case Studies Case 1: Cub Foods In 2003, Cub Foods had 78 corporate and 30 franchised stores. The chain built its success by focusing on its primary market: families of four or five individuals with adults ages 24 to early 40s who are informed. Value-conscious consumers – consumers like Leslie Wells. Leslie Wells’s recent expedition to the new Cub Foods store in Melrose Park, Illinois, was no ordinary trip to the grocery store. “You go crazy,” says Wells, sounding a little shell-shocked. Overwhelmed by Cub’s vast selection, tables of samples, and discounts as high as 30 percent, Wells spent $76 on groceries - $36 more than she had planned. Wells fell prey to what a Cub executive calls “the wow factor”. A shopping frenzy brought on by low prices and clever marketing. That’s the reaction Cub’s super warehouse stores strive for and often get. Cub Foods has been a leader in shaking up the food industry and forcing many conventional supermarkets to lower prices, increase services, or, in some cases go out of business. With Cub and other super warehouse stores springing up across the country, shopping habits are changing too. Some shoppers must drive 50 miles or more to a Cub store instead of going to the nearest neighborhood supermarket and bag their own groceries at Cub Foods. Their payoff is that they find almost everything they need under one roof, and most of it is cheaper than at competing supermarkets. Cub’s low prices, smart marketing, and...
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...CHAPTER I INTRODUCTION Haier Group is the world’s 4th largest white goods manufacturer. It was founded in 1984 with the headquarter in Qingdao, Shandong Province, PRC. Under the leadership of Chairman and Chief Executive Officer (CEO) - Mr. Zhang Ruimin, Haier manufacturers home appliances in over 15100 varieties of different specifications under 96 categories. There have over 100 countries that selling Haier products around the globe. According to the Haier Group official website, Haier now has over 240 subsidiaries companies, over 110 design centers, plants and trading companies and over 50,000 employees throughout the world. Besides doing home appliances business, Haier’s also focused on technology research, manufacturing, trade and financial services. Eventually, the global revenue of Haier for 2005 was RMB 103.4 billion. 1.1 Ownership of The Company According to Financial times, as far as transforming moments in a CEO’s Career, Mr. Zhang Ruimin is the chairman of the Board of Directors and CEO of Haier Group. Mr. Zhang’s current goal is to further enhance Haier’s leadership in Chinese and global markets and strengthen the reputation of Haier’s brand worldwide. In 1984, Zhang Ruimin was appointed as the director of the Qingdao Refrigerator Factory, a small, ailing collectively-owned factory in the Shandong province of China. Under his leadership and unique management philosophy, the company has since grown to become the Haier Group as now to be the China...
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...Direct Marketing by Geoff Lancaster © 1 Direct marketing explained Direct marketing is a collection of techniques that enables organisations to market goods and services directly to customers (business-to-customers or B2C). It is a pro-active approach to marketing that takes the product and/or service to potential customers rather than waiting for them to come to a store or other point of access. It is a form of ‘non-shop’ shopping and is sometimes referred to as ‘precision marketing’ or ‘one-to-one’ marketing. Rather than the marketing firm sending out a general communication or sales message to a large group of potential customers, even if these constitute a well-defined market segment, direct marketing tends to target specific individuals or households. In a business-to-business (B2B) context this would be an individual or a specific organisation or firm. Direct marketing is not just concerned with marketing communications. It is also concerned with distribution. In using direct marketing, the firm is making a choice to cut out the use of marketing intermediaries and sell the product or service direct to customers. This has implications for both channels of distribution and logistical decisions. Direct marketing comes in a variety of forms. It is one of the fastest growing areas of marketing and is being propelled by technical advances, particularly in the field of computer technology and the www. Academics and consultants have taken up direct marketing with enthusiasm...
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...This article was downloaded by: [80.5.173.244] On: 18 June 2012, At: 04:49 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Journal of Strategic Marketing Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rjsm20 Competitive positioning and the resource-based view of the firm a a Graham Hooley , Amanda Broderick & Kristian Möller a b Aston Business School, Aston University, Birmingham, B4 7ET, UK b Department of Marketing, Helsinki School of Economics, Runeberginkatu 14–16, Helsinki, FIN-00100, Finland Available online: 28 Jul 2006 To cite this article: Graham Hooley, Amanda Broderick & Kristian Möller (1998): Competitive positioning and the resourcebased view of the firm, Journal of Strategic Marketing, 6:2, 97-116 To link to this article: http://dx.doi.org/10.1080/09652549800000003 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.tandfonline.com/page/terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents ...
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...1 The trouble with Starbucks On a dark December morning three years ago, Howard Schultz bounded into a coffee shop in Dublin and started shaking hands with people in red T-shirts and green aprons before peppering them with questions. “Are you all new with Starbucks?” he asked the staff. “Who are the customers, and have they been to Starbucks before?” The store was the second Starbucks to open in Ireland, and Schultz, a tall, lean, energetic man who had bought the Starbucks brand more than two decades earlier, was in town to find out what the locals thought of his empire. Watching his customers order espressos, lattes and cappuccinos as the morning sun slowly lit College Green Square, Schultz explained why the ubiquitous coffee brand had become so successful. “The story is kind of boring,” he said. “We keep doing the same thing, year-in and year-out.” And that thing wasn’t really about coffee. Starbucks’ rapid expansion, which saw it open more than 10,000 stores in three dozen countries, was sustainable, Schultz argued, because of the unique experience people had at the stores. “The one thing I think is really important,” he said, “is the sense of community and human connection in every Starbucks store you go into.” In 2005, Schultz had every reason to be confident about the future of the coffee chain that he had joined back in 1982 (when it comprised just four stores in Seattle). That December, Starbucks’ stock was trading close to historic highs of about $30 a share. Its sales...
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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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...McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C H A P T E R 15 Organizational Culture AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : Learning Objectives I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is communicated. I Identify three functions of organizational culture. I Discuss the conditions under which cultural strength improves corporate performance. I Discuss the effect of organizational culture on business ethics. I Compare and contrast four strategies for merging organizational cultures. I Identify five strategies to strengthen an organization’s culture. McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C arly Fiorina is taking Hewlett-Packard back to the future by reformulating the California-based technology company’s legendary culture, known as the H-P Way. “The H-P Way is about innovation; trust and respect and integrity; contribution to community; and performance,” says Fiorina, H-P’s first CEO hired from outside the company. The problem, she argues, is that employees have distorted these values over the years. “The H-P Way has been misinterpreted and twisted as a gentle bureaucracy...
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