...Archives || Search || About Us || Advertise || Feedback || Subscribe- | | - | | www.networkmagazineindia.com | Issue of March 2007 | - | | | - | | | Home > Case Study | Print Friendly Page || Email this story | | | Getting closer to the customerOrganised retailers are employing IT to know their customers better. This was the case when CRM was implemented at Raymond. By Kushal ShahOne of India’s oldest textile manufacturers and retailers, Raymond India operates across cities and deals with different cultures and people. Knowing all these customers and doing business accordingly is not a cakewalk. To deal with this scenario Raymond India decided to implement CRM (customer relationship management) across most of its retail outlets. Know thy customer Anil Arora | Retail is all about knowing your customers thoroughly in order to serve them better. It is an age old philosophy of Indian businessmen that if you know your customers better, you can enjoy a better competitive position in the market. Before making extensive use of IT at its outlets, Raymond’s business used to run on a manual basis. In order to know its customers better, a team was formed to survey prospective buyers as well as existing customers. After surveying them they would know the pattern of their purchases, their likes and dislikes etc. This process was cumbersome for the surveying team and at times people were apprehensive about replying to questions related...
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...uncontrollable elements that Starbucks has encountered in entering the global market. The case discusses multiple international markets that Starbucks had entered. Japan, France, Italy, Austria, and the Middle East were mentioned. Starting with the Japanese market, the elements that faced Starbucks there were uncontrollable. The first element was the fierce competition in the Japanese market that already existed, and the fact that Japan’s economy had suffered a blow which resulted in an economic depression. Moving on to the next market, which is France. The elements were also uncontrollable because the policies and regulations in the French republic were extremely sophisticated and biased towards the Labour Unions. Going south towards Italy, which is one of those countries that coffee-drinking is embedded in its culture. Starbucks’ Italian mission was faced by a controllable element, which is Starbucks’ own pricing strategy. In a country where the average Italian is used to paying 65cents (North), and 55cents (South) for a cup of espresso, Starbucks offered their espresso for a $1.5. Also, the fact that Italian coffee houses offer food along with their coffee made it even harder for Starbucks. When Starbucks decided to enter the ‘Imperial City’, which is known around the planet as a centre of Western sophistication, Vienna proved to be culturally adaptable to the fact that an American Coffee Shop such as Starbucks to enter it. Young Austrians were enthusiastic about the ‘new’, and...
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...CASE 1 – 1 Starbucks - Going Global Fast ------------------------------------------------- ------------------------------------------------- Didem Akdemir ------------------------------------------------- Mignon Pemberton ------------------------------------------------- Yunella Webb ------------------------------------------------- ------------------------------------------------- 2 IBMS Feb11 Table of Contents 1. Summary 2 2. Questions 4 3. Sources 6 1. Summary Starbucks’ success Starbucks is one of the largest chains of coffee shops in the world. They started their business in the early 80s as a tiny chain of Seattle coffee shops, grew rapidly in the 90s and now own 5,689 coffee shops in 28 countries. This chain of coffee shops is very well managed by a well-seasoned management team popularly known as H2O, because of Howard Schultz (Chairman and Chief Global Strategist), Howard Behar ( Head of North American Operations), and Orion Smith (CEO). This year (2002) it had about 1200 and it was still in the early stages of its plan to colonize the world. Problem Although, the company has expanded enormously, since it went public in 1991, this growth can not last much longer. New profits in the saturated home market are difficult to make. Although, there are still 8 states with no Starbucks stores in the U.S. One outlet for every 9400 people is the norm according to Starbucks and this has not been reached yet. The company admits that while...
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...attractions, the buildings, and most importantly the streets. In Jane Jacob’s book The Death and Life of Great American Cities, she explores the “orthodox planning” of city architects and attacks their way of building cities (Jacobs 41). While observing cities and safety, Jacobs points out blatant problems regarding cities especially delving into sidewalk safety. She also discusses solutions to these obvious errors of the city planners. Just as Jacobs has done, I observed a few places in the cities I live in and have connected my observations with Jacobs’ analysis. Jane Jacobs starts off by pointing out the fact that streets and sidewalks are by “itself…nothing” but an “abstraction” (Jacobs 29). These streets and sidewalks are only considered to be an integral part of the buildings and attractions that are a part of the city. They become something of value only when people start to use them to conduct daily business and extracurricular activities. As I have observed in Wedgewood Drive, Lansdale during the early hours of the morning the streets are deserted except for a few people getting up to go to the mosque for prayer. As the day progresses the local residents start to make use of the streets and conduct their activities and that is when Jacobs’ solution to city safety and peace are brought forth. Jane Jacobs suggests that solution for sidewalk and city safety. In her book she states that “public peace…is not kept primarily by the police. It is kept primarily by an intricate...
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...Case title: Skadurz Pro Firm Overview and Introduction to the Case Skadurz Pro is a small privately owned retail store with two shops located in Sudbury, Ontario. The primary focus of the store is the sale of skateboards, snowboards and related merchandise. The store is owned by Joel St. Marseille who is an avid skateboarder and snowboarder himself. St. Marseille manages one of the locations while the other is managed by his mother Connie. They occasionally hire co-ops and get assistance from St. Marseilles aunt but St. Marseille and Connie are the only full-time employees of the company. The small size of Skadurz Pro has allowed them to focus on customer service and the ability to offer hard to find and customized products. Their current local competition is from Pinnacle Sports however their focus is on cycling and offers a limited range of skateboard merchandise. A larger national competitor, West 49, will be opening a store in the mall in the coming year. Internal perspectives In the coming year, St. Marseille must decide what he will do with the business. Connie, the manager of the New Sudbury store will retire from her full-time manager position leaving St. Marseille to decide if he will manage both locations or close one of the stores. The building where the South End Store is located will be sold in the coming months and St. Marseille will need to purchase the building, move the location or try to rent from the new owner. External perspectives The...
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...SUBMITTED BY: RAMAKRISHNA KASETTY MU ID: 901719348 INSTRUCTOR: DR. TRACY CHRISTEFERO 1 Table of Contents 1. Background ......................................................................................................................................... 3 2. Founders Name ................................................................................................................................... 4 3. Vision................................................................................................................................................... 4 4. Mission ................................................................................................................................................ 4 5. Objectives............................................................................................................................................ 4 6. Product and Services ........................................................................................................................... 7 7. Market Competition.......................................................................................................................... 10 8. Laws and Regulations........................................................................................................................ 11 8.1 Business Insurance ...................................................................................................................... 11 9. Marketing Strategy...
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...ACF 653 A recent City of AB City report indicated Click Link Below To Buy: http://hwcampus.com/shop/acf-653-recent-city-ab-city-report-indicated/ A recent City of ABCity report indicated that there would be a record number of homeless over the next few years, so the city decided that it was important to make shelters available. Accordingly, contracts were signed with 2 hotels in the downtown area over a 3-year period. The hotels committed to have rooms available in the 2 coldest months of the year and the city agreed to pay for the rooms at a rate of $40 per night. The hotel rooms were intended for homeless families. At the same time, local churches got together and arranged to have volunteers staff the churches and provide hot meals so that the churches could be used as shelters by single individuals. The result was that the hotel rooms were not used, and over the period of three years, the city paid almost $850,000 for empty rooms. This was publicized in the local newspaper and the City Manager has asked you to provide her with a report for her reference. Of particular importance, she would like your recommendations on ensuring benchmarks and an alternative approach for use in future years. Required: As an Internal Auditor with ABCity and using a Case Solution Format (Problem Statement, Issues, Alternatives & Analysis of Alternatives, Recommendations & Conclusions), write a brief report to the City Manager (hint, you will want to take note of the text’s reference...
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...Prehistory R has 15 years experience in heating (heating products, heating automatic, heating solutions). Before starting its own business, R used to work in two companies. His professional life R started in “Senukai” (non-food market leader in Lithuania; http://www.senukai.lt/; headquarter established in Kaunas (second largest city in LT); equivalent in Luxembourg.: Hornbach, Batiself, Cactus Hobby) and worked there 5 years: started as a business analyst in heating commodity group, then switched to a vendor position, later was promoted to a senior manager. In 2004 R with his colleague decided to leave “Senukai” and launched a subsidiary of “Krasas” in Kaunas. It was financed from “Krasas” headquarter in Vilnius (capital city of LT). In autumn 2010 R decided to leave it because different business vision. In 21/10/2010 he started its own business (heating, sanitary goods) and opened a retail store in Kaunas. Story begins here… He started his business with a business partner (BP). They chose Private Limited Company over an Individual Enterprise to limit their private responsibility. Business was financed from private savings, since the amount for start up is not huge. Initial amount to start business in Lithuania is 10.000 Lt (1 euro = 3.4528 Lt; rate is fixed), so they contributed as follow: 2/3 amount pays R (principal shareholder) and 1/3 his business partner. Another reason to start business together was his BP thorough knowledge in sanitary goods (bathroom, kitchen ceramic...
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............................................................6 3 OPERATIONS OF CHINA HANDSET DISTRIBUTION CHANNELS ..............................5 3.1 3.2 3.3 Inter-Channel Relationship..................................................................................................5 Distribution Modes for GSM Handsets................................................................................7 Distribution Modes for CDMA/GPRS Handsets..................................................................8 4. 4.1 4.2 4.3 4.4 CHARACTERISTICS OF HANDSET DISTRIBUTION CHANNELS IN CHINA ........9 High-end vs Low-end Handsets ...........................................................................................9 Major cities vs medium-to-small cities ................................................................................9 Rural Areas ..........................................................................................................................9 Regional differences in distribution channels......................................................................9 5. 5.1 5.2 5.3 5.4 EVOLUTION OF HANDSET DISTRIBUTION CHANNELS...
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...Analysis Competitive Analysis Grid Product-Branding Strategy Marketing Plan 11 Products Distribution (Place) Price Promotion Strategy Sales Process and Sales Tactics Operations Plan 12 Design and Development Plan 13 Management and Personnel 14 Schedule 15 Risks and Overcome 17 Financial Plan 18 Appendix 19 Executive Summary This document will be discussing the different aspects of the business plan for a new startup company which is about creating a unique furniture manufacturing shop in Egypt. This company would like to be the first to introduce the idea of expandable furniture in Egypt. Expandable furniture is based around the idea of making essential pieces of furniture which can be folded or expanded so it can fit in relatively small spaces without compromising the design of the furniture or using a large space at the same time. Moreover, expandable furniture is about using a certain piece of furniture for several different purposes. The name of our shop would be “Smart Design” which means creating furniture with smart multi-purpose designs that fit in small spaces. The idea was brought up since it is believed that it is certainly a good opportunity to have a startup project that is highly unique and also highly required in the Egyptian market and is very...
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...Case 1-1 Starbucks- Going Global Fast 1. Identify the controllable and uncontrollable elements that Starbucks has encountered in entering global markets. Answer: The controllable factors that I believe Starbucks has encountered entering the global market are similar to the controllable factors they have encountered in their domestic market. The controllable factors are product, price, place, and promotion. Starbucks has millions of consumers around the globe and is able to adjust to fit the different tastes and expectations of different cultures based on their products, prices, places Starbucks is available and how Starbucks markets themselves. The marketing research group of Starbucks also can evaluate to make sure the products they are providing to different countries and cultures is the right fit for them. When it comes to the uncontrollable elements that Starbucks has encountered entering the global markets, I can think of three factors. The first major factor for Starbucks is the prices of coffee in the world commodity markets. The price of coffee may be affected for example by a drought, just like corn if there is a drought the price of corn goes up. A factor that Starbucks also can’t control is the customers’ income. When the economy is doing bad then people spend less which means people would possibly buy less Starbucks then. The last factor that Starbucks has no control over is the variation in world currency rates. For example, based on (finance.yahoo.com) 1 US dollar...
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...Is Singapore a sustainable World City? SUSTAINABLE CITY - is a city designed with consideration of environmental impact, inhabited by people dedicated to minimization of required inputs of energy, water and food, and waste output of heat, air pollution - CO2, methane, and water pollution. It should meet the needs of the present without sacrificing the ability of future generations to meet their own needs. Urban Redevelopment Authority (URA) is Singapore’s land use planning and conservation authority with the mission to make Singapore a great city to live, work and play, striving to create a vibrant and sustainable city of distinction by planning and facilitating Singapore’s physical development in partnership with the community. - Singapore’s remarkable transformation from an overcrowded country suffering from a lack of housing, land limitations and poor infrastructure to an environmentally sustainable international business hub is a result of proactive and farsighted planning by URA. - During the 1960s and 1970s, extensive urban renewal projects were undertaken to address the problems of a new nation—overcrowding, inadequate infrastructure, and lack of proper housing. The critical tasks for the government then were to clear out the slums, provide public housing, and encourage economic growth by creating space for industries, and then to create a vision for our city’s urban landscape that would help Singapore in the long-term - The challenge is to keep pace with the changing...
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...Indian Distributors Ltd. Prof. Ramesh Behl Indian Distributors Ltd. was originally started as a small trader who used to import goods from third world countries and sell these in India. Slowly, it expanded its business to an ‘Importing House’. It was established about fifty years back and, over the years, has built up a substantial nation-wide selling and distribution organization within India. Its headquarters is in Mumbai, but it has warehouses and Regional Sales Offices in Delhi, Kolkata, Chennai, Jaipur, Lucknow and Amritsar. Over and above the Regional Sales Officers, it also has Regional Sales Centres in all the major towns of all States of India. Although the business started purely as an importing business, it has created a strong selling and distribution network on the basis of imported product range. The existence of a strong distribution and selling network enabled them to take on distributorships of a wide range of Indian manufacturers. Today, they sell about 50% of indigenous manufactured products, while 50% products continue to be imported from other countries. The imported items of course involve license formalities, and a separate license section has been established (adjacent to the Delhi Regional Sales Office) to deal with these matters. License Section job is also to liaison with customs department and other agencies. Indian Distributors Ltd. markets several range of machines and other household consumable products. The machines range includes-...
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...Krispy Kreme Case Study Summarize In early 2004, Krispy Kreme’s prospects appeared bright. With 357 Krispy Kreme stores in 45 states, Canada, Great Britain, Australia, and Mexico, the company was riding the crest of customer enthusiasm for its light, warm, melt-in-your-mouth doughnuts. In 1933, Vernon Rudolph bought a doughnut shop in Paducah, Kentucky, from Lou LeBeau. His purchase included the company’s assists and goodwill, the Krispy Kreme name, and rights to a secret yeast-raised doughnut recipe that LeBeau had created in New Orleans years earlier. Several years after, Rudolph and his partner, were looking for a larger market, and moved their operations to Nashville, Tennessee. In the early 1990s, with interest rates falling and much of the buyout debt paid down, the company began experimenting cautiously with expanding under Scott Livengood, the company’s newly pointed president and COO. Livengood, 48, joined Krispy Kreme’s human relations department in 1978. By the mid-1990s, with fewer than 100 franchised and company-owned stores and corporate sales stuck in the $110-$120 million range for six years, company executives determined that it was time for a new strategy and aggressive expansion outside the Southeast. Beginning in 1996, Krispy Kreme began implementing a new strategy to reposition the company, shifting focus from a wholesale bakery strategy to a specialty retail strategy that promoted sales at the company’s own retail outlets and emphasized the “hot...
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...Korean companies Lucky and Goldstar. Is the second largest producer of television and third largest producer of mobile phones. l.g. india : l.g. india LG Electronics India Pvt. Ltd., a wholly owned subsidiary of LG Electronics, South Korea was established in January, 1997 after clearance from the Foreign Investment Promotion Board (FIPB). LG set up a state-of-the art manufacturing facility at Greater Noida, near Delhi, in 1998, with an investment of Rs 500 Crores In 2004, LGEIL also up its second Greenfield manufacturing unit in Pune, Maharashtra LG plans to set up Rs 500-cr unit in South Buisiness divisions : Buisiness divisions Market segmentation : Market segmentation Demographic - Income -Occupation Geographic -Tier 1 cities - Tier 2 cities Psychographic -Life style -Personality Behavioural -Value -Benifit S.w.o.t. analysis : S.w.o.t. analysis Strengths:- Market leader in home appliances. Has got manufacturing unit in tax incentive . Wide range of products to serve all categories. Widest distribution network in the industry(47 barnches,10000 trade partners). Good after sales service offered. Annual production GRAPH : Annual production GRAPH ANNUAL PRODUCTION GRAPH : ANNUAL PRODUCTION GRAPH weaknessES. : weaknessES. Samsung being its competitor provides similar products. Consumers compare L.G with Samsung its Korean rival not with other global companies. Lack of expert operators for complex machines due to illiteracy and lack of training in India. ...
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