...1 To what extent is the cork industry guilty of complacency and a lack of innovation? The cork industry is guilty of complacency and lack of innovation because they failed to recognize the changes in the wine industry. The wine industry was experiencing a revolution where new producers from Australia, California and Chile had new and different requirements. It took only a matter of years for the industry to change completely and the cork industry did not jump on the band wagon when it needed to. It allows the competition to get the edge. 2 If consumers love corks, why are the producers not providing what their customers want? The reason being is because the wine industry has changed significantly over the past twenty years. The historical dominant producers of Europe – France, Germany, Italy, and Spain – are being challenged by new wine producers such as California, Australia, New Zealand, South Africa, Chile, etc. The new producers have developed international wine brands which have changed the wine market. The international brand has demanded a consistent product with little variation. Unlike the traditional wine product which had a degree of variety dependent on the grape, the climate and production. Also they buyers were changing due to supermarket chains. 3 Is it wine quality or costs that have driven producers to synthetic? It has a combination of a bit of both however if I had to choose one it would be that producers are driven by cost. The reason I say this...
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...create social capital and to provide insight on how the arts sector can be a leader in the transformation of Cork county communities and regions around Ireland and the globe. The perspectives of artists, community development practitioners sponsors and beneficiaries of the arts provided insight on how and in what ways the arts can evoke change by building connections and inspiring participation. Abstract The Lords mayor’s message: ‘’The Arts & Cultural Strategy for Cork City Council 2011 – 2015 is a statement of intent. It outlines our policies and strategies as we develop the services and facilities available to all of our citizens’’(Lord Mayor Cllr. Michael O’Connell,2015 p1) The Arts play a major role as an economic engine to promote local and regional development. Research shows that the presence of creative arts in the raise the quality of community life and there is a growing evidence that communities with high quality of life will prosper in the global economy. Arts development can also be important in renovating aging neighbourhood. Providing tenants for vacant store fronts and promote tourism. City of Cork and their alliance and the Arts alliance Ireland now give special recognition to communities with innovative programmes to promote the Arts in community development effort. Cork City Arts development uses a variety of incentive such as artists in residence, tax incentives, building renovations...
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...Power and Place in a Globalised World The world we live in has become increasingly globalised in the last few decades, and is continuing to do so further. Globalisation has caused the study of Human Geography to become more important in today’s world. The topics of power and place are huge parts of this study. Globalisation has caused our world to become smaller and more accessible. However, globalisation has led to an uneven development across countries. The idea of power is highly concentrated in well-developed countries, but is almost non-existent in countries that can’t compete with the modern and fast-paced lifestyle in countries of Western Europe, North America, and Australia and so on. The world has in fact become a “global village”. Countries are well-connected and with global flows of goods and services and capital. This has caused a massive gap between the rich and poor. Although power is uneven and unfairly distributed across countries worldwide, the idea of place isn’t. Place is something unique and treasured in each country, regardless of how globally connected that country is. Globalisation has merely caused different cultures in various societies to be influenced by each other and caused merging of different traditions and customs. Each place however, is unique to its own. The idea behind globalisation is to make the world become more integrated and connected. Although this is true for the most part, there is a clear uneven development of power across the world...
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...Project Report The Jomera Hotel March 2013 Project Report TABLE OF CONTENT PAGE NO. 1. About the project, Tourism in Galway 3 2. Location Advantage, Business in Ireland 4 3. Competitive analysis, Advertisement 5 4. Transports to Galway, Investment 6 5. Our service, Wedding Package 7 6. The profits, The prices 8 7. Security and Safety 9 8. Bibliography 10/11 About the project To set up a Hotel in an area of 20 acres, having the entire modern facilities and we going to name it The Jomera Hotel. Tourism in Galway Galway is the fastest growing and the fourth largest city in the Republic of Ireland and the only city in the province of Connacht in Ireland. The city is located on the west coast of Ireland. The population of Galway City is 72,729 (based on the 2006 census carried out by the CSO), if the current growth rate continues; the population of the city will hit 100,000 by 2020. Galway has a strong local economy with complementary business sectors including manufacturing industry, tourism, retail and distribution, education, healthcare and services that include financial, construction, cultural, and...
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...Victoria Vaughn Irish geneaology.com as well as irish roots site say that Cork is a irish name and that cork was settled by irish immigrants almost exclusively. The name, a transfer name is derived from County Cork in Ireland, and the impressive cork oats that grew in he area. County Cork is in the Southwest region in the province of Munster. IT is the third most populous county on the island of Ireland. There are three great rivers and is dominated by marshes and grasslands with woodlands.Surnames were Mc Carthy, Callaghan, and Mc Aulffie to name a few. The landscape that once started with huts by the sea, populated only at first by monks, rancheros and indians later turned into a bustling city with farms, villas and a huge cathedral dotted by many other littlechurches of differing christian faiths. The early settlers were well educated and came from wealthy backgrounds from the southern counties of Ireland. Different architectural stlyes reflect a long history in town, There is some mention of Danish vikings settling down south of Finbares monastary; and trading with the Gaelic/irish community. Germantown assosiative name. junction: as one might expect, it was populated mostly by german immigrants with small mention of french, english and high dutch. One of the landmarks is the Germantown academy, famous for medicine practices, but had applied sciences in general. Greasertown aka Petersberg: No longer inhabited was Located in Calvereas county, listed as one of...
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...no one else would like to do for €50 extra, when the job may have major hours and be hard labour. People will argue that the employees are being exploited. A small percentage will say that Jobsbridge is valuable for the long -term unemployed in gaining employment or pursuing an area of interest. Jobsbridge was set up by Fine Gael/Labour party in 2011 its director being Brendan Howlin and its ringmaster being Joan Burton. JobBridge is working for both employers and jobseekers alike. The true value of Jobbridge is its simplicity of cash grants paid monthly. It can help businesses to grow and helps jobseekers back into work (Burton J. (2013)). Burton considers the scheme to be a success. According to the article in the Irish examiner the Cork County Council has hired 121 interns via Jobbridge. It clearly states that it has given people on placements opportunities to work within the county council in marketing and PR, as tourism guides, arts events co-ordinators and in the engineering, genealogy, ecology and energy departments. It has even given work to graduates. There is benefits to JobsBridge but do the negatives weigh out the benefits? Political parties such as fianna fáil disagree with Joan Burton and say that there should be an end to Jobbridge. An end to exploiting young people. (The Journal.ie 2014). There is a need for schemes with better upskilling where there is no embargo. People do hard labor getting paid only €50 extra and sometimes will not gain any employment...
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...Corked It’s a gas. Not exactly but close to eighty nine point seven percent of the cork is compressed from the same gas that makes air. This is one of the many reasons that makes wine the aesthetical treat to enjoy with just about any cuisine. Historically the name cork was given to the bark of the cork oak tree grown throughout Western Mediterranean Basin plantations known to the Spanish as, “Montados.” Generally the oak trees won’t be ripe until they have reached a there third harvest. Due to deforestation only one percent of the trees in this region will be used. Thanks to the abundance of the oak cork tree in this region that one percent produces seventy percent of the worlds manufactured cork. By the time the third harvest comes around for the cork oak tree it would have reached its fortieth birthday. Averaging out the cork oak tree’s life span, it’s been known to reach ages of one hundred and seventy five too two hundred years of age. That’s a long life of nurture and growth. All for what? So we can enjoy a bottle of wine for one, maybe two hours at most? For what we find to be complete and utter bliss, but then it hits you once you fined that special bottle of chateau , sharing it with the one’s you love that completely catches you into the wines true beauty and the process that it goes through to be what it’s become today. The cork was originated in the year three thousand B.C. where it was used as a fishing apparatus. Through the ages it became a tool...
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...UNIVERSIDAD PERUANA DE CIENCIAS APLICADAS ESCUELA DE POSTGRADO PROGRAMA DE MBA – AREQUIPA 2012 CURSO: PLANEAMIENTO ESTRATEGICO PROFESOR: JESUS SALAZAR NISHI CASO : CROWN CORK & SEAL EN 1989 TRABAJO PRESENTADO POR: - Fabricio Ortiz Ortiz - Luz Pineda Concha - Edy Huaynacho Mayta - Rita Cardeña Tintaya - Ricardo Gonzales Monzon Arequipa, mayo de 2012 ANALISIS DEL SECTOR Sector: Envases de metal Tamaño de Mercado: 12 200 millones de dolares Crecimiento: 3.7% anual 1.- AMENAZAS DE INGRESO DE NUEVOS COMPETIDOTRES (BAJA) 1.1. Economías de escala.- el mercado exige producciones de gran escala, buscaban grandes producciones de artículos estándar y reducir las necesidad de cambios costosos; lo que genera la competencia de precios. 2. Requisitos de capital.- Necesidad de gran inversión para ingresar como competidor del sector. 1.3.Acceso a los canales de distribución.- Para mejorar el canal de distribución se implementó la ubicación de plantas de manera difundida, cerca a los clientes, los nuevos competidores tendrían que desarrollar un sistema propio de distribución, lo que influiría directamente en sus costos. 2.- RIVALIDAD (ALTA) - Diferenciación del producto es mínima; empleo de materia prima y tecnología similar. - Existencia de gran número de competidores. - Alta rivalidad entre competidores por el precio de venta, quienes ofrecen descuentos por volumen, deteriorando su margen...
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...Crown Cork & Seal in 1989 As many successful companies do, Crown Cork & Seal began with an idea—one that had the potential to improve the world in which we live. In 1891, a machine shop foreman conceptualized a superior method for creating bottle caps, and set about to do so. Crown Cork & Seal was born, and what followed were intermittent periods of triumphant achievements and costly missteps, soaring profits and depressing losses, eventuating in a successful company with rich tradition and history. However, the competitive business environment slows for no one, and the company finds itself constantly reevaluating its strengths, its competitive advantages, and the viability of the industry in which it has built its legacy. Industry Outlook One of Crown Cork & Seal’s foundational questions involves their industry in general—is it an attractive industry in which to compete? Like most industries, there are things that make the metal container industry an advantageous one, and there are elements of the nature of the industry that are troublesome to its members. The low potential for new entrants does provide somewhat of a safeguard against fresh competition; however, the strong buyer power, high threat of substitutes, and intense competition from rivals makes the industry relatively unattractive on several key levels. For potential new entrants, the metal container industry does not seem to be attractive due to the high barriers to entry. Most of all,...
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...Congratulations! Getting engaged is such a fun experience. Now, it is time to pick your perfect wedding venue. Making this choice together as a couple can be a fun experience. If you have always dreamed of a barn wedding with plenty of beautiful outdoor space, you may want to consider Lillibrooke Manor and Barns. Great Location Lillibrooke Manor and Barns is located in the Thames Valley. It is just two miles from Maidenhead train station and about a 40-minute drive from central London. The M4 and M25 both give visitors easy access to the venue. Options Options are always important when planning a wedding. With Lillibrooke Manor and Barns, you have great indoor and outdoor options to make your day exactly the way you want. The Great Barn This Grade II Listed barn is great for large wedding parties. It has standing room for up to 200 people. It is a great option for your wedding ceremony or for a sit-down reception, both of which allow for up to 170 people. There is space for a band or DJ while also providing plenty of dancing room. The beautiful beams and gorgeous chandeliers provide a picturesque setting for your wedding or reception. Small Barn The Small Barn is the most popular civil ceremony option, but it also works well for a reception. With room for up to 120 people, the huge windows let natural light in. The interior feels a bit like a small country church. Engine House The Engine House is great for adding extra room to your celebration or for hosting a smaller...
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...1. What are the key strategic issues that Avery needs to consider? What strategic options are open to him? 2. How attractive has the metal container been over the years? (Hint: use the Five-Force Framework for industry analysis) 3. How well did CCS do under John Connelly? What were the keys to the their success? 4. What significant changes are taking place in the industry? How should the new CEO, Bill Avery, respond? Is it finally the time to change the Connelly strategy that has been successful for over 30 years? The main changes and challenges faced by the container can industry are the increment in the aluminum price, increment of the in-house manufacturing (especially in the case of glass with respect to the beers), growth of plastic as a substitute for the container cans, and diversification of the industry into totally unrelated fields. Debido al aumento del alumnio y del in-house manufacturing, las container cans ya no son tan rentables como lo fueron en el pasado, por lo tanto debería considerar ampliar el negocio hacia otras áreas como el plástico y el vidrio ya que son los principales sustitutos de las latas y por lo tanto se especializaría más en el negocio de beverages containers. En vista de la tendencia de la industria hacia la diversificación, Avery debería ser parte de este cambio buscando la coopetencia con el resto de los participantes del mercado, tanto sustititors como complementators. La posición financiera de CCS permite una reestructuración...
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...Crown Cork & Seal | March 18 2013 | | | TEAM 10: Lindsay Fisher, Adam Hines, Lovro Plejic, Steven Werman, Anirud Varadraj TEAM 10: Lindsay Fisher, Adam Hines, Lovro Plejic, Steven Werman, Anirud Varadraj * Metal Container Industry Analysis When judging the metal container (“MC”) industry using Porter’s Five Forces, we have concluded that the industry is not very attractive. Suppliers and buyers both wield power over MC manufacturers such as Crown Cork & Seal (“Crown”) and rivalry among existing competitors is intense. The industry has high barriers to entry and a fairly low threat of substitutes; however, these criteria do not outweigh the impacts of the other forces. As such, we believe the MC industry is not very attractive. The buyers in the metal container industry wield a great deal of power for several reasons. Buyers of MC were consolidating and growing larger, as evidenced by the 90% reduction in the number of buyers in the 1980s. Additionally, these buyers face low switching costs and the threat of buyers integrating backwards is real, as many former and potential buyers manufacture their metal containers in-house. The buyers are also typically price sensitive as the metal container represents just under half of the total cost of a packaged beverage. When dealing with buyers with these characteristics, buyers are a strong force in the metal container production industry. As such, John Connelly, the Crown chairman, strategically positioned Crown...
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...American National 44%, Ball Corp 5%, Crown Cork and Seal, 5%, Reynolds Metals 5%, Continental Can 13%, Other 28%. -Industry trend—>In-house manufacture (brewers advantageous due to single-label), emergence of plastics (which was weakened in 84, 85. Still 1980 9% share to 18% share in ’89). Glass, for beer. Soft drink producers biggest customer for packaging producer. Diversification and consolidation among packing producers -Diversification of related fields rather than unrelated ones. A response to low profit margins, excess, capacity, rising labor and RM costs. American can and insurance, failure. Analysis Portion: -Rivalry among existing firms (high), 5-6 big competitors. Reynolds Metals—>supplier route. New production tech—>Reynolds. New product design—> Ball Corp -Bargaining power of buyers (high). Top 5 soft drink companies -Bargaining power of suppliers (high)—>Alcoa, Alcan, Reynolds -Threat of Substitutes (high): plastic and glass, -Threat of New Entrants (low)—>the industry is already in long run MC. Smaller firms have been eliminated. 4Ps: -Price, rising COGS due to rise of price of alum by 15%, 65% COGS is RM. TC=7.5%, Labor=12% In house manufacturing, 55%. Consolidation of soft drink bottling. Machinery=2-piece can, 20-25 M per line, 3 piece=8,5-9M/line. Most plants 12-15 lines. -Customer. #1, Coke, #2 Anheuser-Busch, #3 Pepsi, #4 Seagram -Distribution. Manufacturer locate plants close to customer. Crown cork and seal locate plants to multiple customers...
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...1, What are the key strategic issues that Avery needs to consider? What are his options? Avery got a few options regarding key strategic issues he needs to consider. He could grow the company and enter into other segments of the business. This segment would be the plastics containers that would have potential. Other option is whether to acquire Continental Can Canada or not. The company generates $400 million in sales per year and it is the largest manufacturer in the Canadian region. That does not seem a whole lot. However, Continental’s USA business has estimated revenues of $1.3 billion which would double the size of Crown’s domestic operations. Also, Continental’s European operations generated estimated sales of $1.5 billion. Potential bidders for the acquisition are the major competitors of CCS. Avery is concerned about both options because they both have pros and cons. Entering the plastic can business segment would have the following pros: • Entering a new business segment, great for diversification • Decreasing shipping cost because of lighter weight • Made of natural resources • Plastic material can easily be formed/shaped Entering the plastic business segment would have the following cons: • Unknown business territory, no experience • Carbonation leaks after 4 month – major issue • Cannot be fully recycled Acquiring Continental Can Canada would have the following pros: • Double in size domestically, increase market share rapidly • Plastic container line...
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...“CROWN CORK CASE AND SEAL IN 1989” Takeaways: Main aspects of strategy-> who are the customers, what is the need, what is the technology Strategic issues and options:- * Diversification into plastics * Acquisition of continental can (domestic and/or international) * Continue same business * Backward integration * Foreign markets expansion * EXIT * Forward integration Incentive Compatibility: For sustainable partnerships incentives to both the company and the potential partner must be compatible. Lack of these rules out ‘Partnership’ as a viable option. In the case, this is why a partnership between Crown Cork and Seal and steel bottlers is ruled out. Potters five force analysis- Bargaining powers of buyers: * Bargaining power of buyers is high * Timeliness (service quality) is the key factor on the basis of which buyers buy the product * Another important factor is price. Buyers have very high price sensitivity. * Some facts substantiating the above- large volume and long term contract, most of the buyers cost contributed by metal containers Bargaining power of suppliers- * High as aluminum supplier have 71% market share making it an oligopolistic market * Also Reynolds has lower transaction cost in the market and it has already completed forward integration ( spun aluminum top). So high competitiveness. Threat of substitutes:- * High- 1. In...
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