...Study 1 2. Corporate Governance and Social Responsibility 3 2.1. Introduction 3 2.2. Composition of BOD’s 4 2.3. Corporate Social Responsibility programs 4 3. Environment Scanning and Industry Analysis 6 3.1. Current trends of external environment 6 3.2. Industry analysis through Porter’s 5 Forces Model 9 4. Internal Environment Scanning and Organizational Analysis 10 5. SWOT Analysis 15 6. Design strategic purpose 19 6.1. Vision Statement of StretchLine 19 6.2. Mission Statement of Strechline 19 6.3. Objectives of Stretchline 19 6.4. Gap Analysis of Stretchline 20 7. Strategy development 21 7.1. BCG Matrix 21 7.2. Growth Strategies 22 8. Strategy in Action 26 9. Strategic Control 29 9.1. Procedure of controlling 29 9.2. Strategic controlling tools 29 Background of the Study It is fact that every country has 3 sections contribution to make the GDP like agriculture, industry and services. Industry has been invented to the Sri Lanakan market since 1977 with the industrialization policy adaption. Then apparel industry has great contribution to the Sri Lankan economy tremendously. It provides not only the massive export income but also novel technology with opportunities to unemployment. Sri Lankan economy gained GSP+ due because of perfectiveness in apparel industry. Apparently when illustrating factors in apparel industry the trade mark is MAS Holdings which is the empire of the Sri Lanakan apparel market. The journey...
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...INTERNATIONAL UNIVERSITY - BANGLADESH “An analysis of Factors Influencing the Telecommunication Industry Growth in Bangladesh” A case study of Bangladesh Author: Abdullah Md. Areef AIUB ID: 10-93465-1 Course Instructor: Dr. A. F. M. Masum Rabbani AMERICAN INTERNATIONAL UNIVERSITY - BANGLADESH “An analysis of Factors Influencing the Telecommunication Industry Growth in Bangladesh” A case study of Bangladesh Author: Abdullah Md. Areef AIUB ID: 10-93465-1 Course Instructor: Dr. A. F. M. Masum Rabbani Abstract Not very long ago, mobile were only used by the professional or it was considered as the device of luxury, and user for only voice call, but the scenario has completely changed. Now it’s a necessity of the life. As Bangladesh is a small country with large number of population, it’s an attractive market for business like the mobile operators. Customers of the market do display a strange need for communication through cell phones and are often noted to spend more money on making calls than they do on food. In terms of Social factors, the market is still thriving for more. Customers are still willing to try something new and because of lack of loyalty, customers are always ready for a new operator, hoping that call rates will fall even more which is a threat. The almost exponential growth in the Telecoms sector in Bangladesh in the last 5-10 years has had the same transformative impact on Bangladesh’s economy as the growth of Ready Made Garments and Remittances...
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...High-speed growth: The internet’s advertising expenditures will increase, spurring growth IBISWorld Industry Report 51913b Internet Publishing and Broadcasting in the US August 2014 Stephen Hoopes 2 2 2 2 3 About this Industry Industry Definition Main Activities Similar Industries Additional Resources 17 International Trade 18 Business Locations 34 Regulation & Policy 34 Industry Assistance 20 Competitive Landscape 20 Market Share Concentration 20 Key Success Factors 21 Cost Structure Benchmarks 23 Basis of Competition 24 Barriers to Entry 24 Industry Globalization 35 Key Statistics 35 Industry Data 35 Annual Change 35 Key Ratios 4 5 5 5 7 9 Industry at a Glance Industry Performance Executive Summary Key External Drivers Current Performance Industry Outlook 36 Jargon & Glossary 26 Major Companies 26 Google Inc. 27 Facebook 28 Apple Computer, Inc. 11 Industry Life Cycle 13 Products & Markets 13 Supply Chain 13 Products & Services 15 Demand Determinants 16 Major Markets 31 Operating Conditions 31 Capital Intensity 32 Technology & Systems 33 Revenue Volatility www.ibisworld.com | 1-800-330-3772 | info @ibisworld.com WWW.IBISWORLD.COM Internet Publishing and Broadcasting in the US August 2014 2 About this Industry Industry Definition This industry includes organizations and individuals that offer nonphysical products such as news, music and video exclusively through the internet. Revenue in this industry is derived...
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...technology for good Ericsson Sustainability and Corporate Responsibility Report 2014 about ericsson Ericsson is a driving force behind the Networked Society – a world leader in communications technology and services. The Company’s long-term relationships with every major telecom operator in the world allow people, businesses and societies to fulfill their potential and create a more sustainable future. Ericsson’s services, software and infrastructure – especially in mobility, broadband and the cloud – are enabling the telecom industry and other sectors to do better business, increase efficiency, improve the user experience and capture new opportunities. With more than 115,000 professionals and customers in more than 180 countries, Ericsson ombines global c scale with tech ology and services leadership. Investments in research and development ensure that Ericsson’s n solutions – and its customers – stay in the forefront. The Company provides support for networks with more than 2.5 billion subscribers. Approxmately 40% of the world’s mobile traffic is carried through etworks delivered by i n Ericsson. Founded in 1876, Ericsson has its headquarters in Stockholm, Sweden. The Ericsson share is listed on Nasdaq Stockholm and NASDAQ New York. Cover photo: Myanmar, a country undergoing democratic and social reform, has one of world’s lowest levels of mobile broadband p enetration. ICT can play a huge role in boosting socio-economic development. In 2014...
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...Part 1: General information 1a. Company Profile Major Cineplex Group Plc (MAJOR) is Thailand’s leading Lifestyle Entertainment Company with core business in cinema, bowling, karaoke and ice skating rink, rental and services, advertising media and movie content. MAJOR was listed on the Stock Exchange of Thailand (SET) in May 2002. Product and Service: 1. Cinema Business (Providing Entertainment Services) Major Cineplex, EGV cinemas, Paradise Cineplex, Mega Cineplex, Hatyai Cineplex, Esplanade Cineplex, and Paragon Cineplex 2. Advertising Business CineAd Co.,Ltd (Providing advertising services and media) 3. Movie Content Business M Pictures Co., Ltd. (Providing film programming services), MVD Co., Ltd. (Providing home entertainment Distribution services) 4. Rental and Services Business (Providing rental spaces) 5. Bowling, Karaoke and Ice Skating Business Blu O Rhythm & Bowl (Providing bowling and karaoke services), Major Bowl Hit Providing bowling services), Sub – Zero Ice Skating Club (Providing ice skating services) Major Cineplex Group Public Company Limited page 1 Revenue Structure: As illustrated above, the majority of the revenue or 53 percent of the revenue is generated from its cinema business sector, followed by its Concession, Advertising, Movie Content, Rental and Service and Bowling, Karaoke and Ice Skating business sector, with a percentage of 15, 14, 6, 6 and 6, respectively Customers: Cinema Business The business is targeting on a wide range...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW STATUTORY REPORTS 02 Corporate Information 44 Notice 03 Mission, Vision and Values 53 Directors’ Report 04 Chairman’s Message 69 Management Discussion & Analysis 08 Board of Directors 104 Corporate Governance 12 Tata Motors at a Glance 14 Major Launches during the Year 125 Secretarial Audit Report Chairman’s Message 16 Presence across Markets To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 14 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts 30 Awards and Accolades 32 Financial Performance Our products represent the Horizonext philosophy with best-in-class offerings. 170 Independent Auditors’ Report 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) Major Launches during the Year Consolidated Financial Statements 172 Balance Sheet 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 173 Statement of Profit...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW 02 Corporate Information 03 Mission, Vision and Values 04 Chairman’s Message 08 Board of Directors 12 Tata Motors at a Glance 14 Major Launches during the Year 16 Presence across Markets 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors 30 Awards and Accolades 32 Financial Performance 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) STATUTORY REPORTS 44 Notice 53 Directors’ Report 69 Management Discussion & Analysis 104 Corporate Governance 125 Secretarial Audit Report Chairman’s Message To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts Consolidated Financial Statements 170 Independent Auditors’ Report 172 Balance Sheet 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 14 Major Launches during the Year Our products represent the Horizonext philosophy with best-in-class offerings. 38 Summarised Balance Sheet and Statement of Profit and...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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...OUR GROUP 02 GRO UP M A N A GE ME N T R E P OR T 02.1 02.2 02.3 02.4 02.5 02.6 02.7 02.8 02.9 02.10 adidas Group Worldwide 66 Major Sporting Events 2014 67 Group Strategy 68 Global Sales Strategy 72 Global Brands Strategy 77 Other Businesses Strategy 86 Global Operations 94 Research and Development 99 Employees105 Sustainability111 G R O U P M A N A G E M E N T R E P O R T: This report contains the Group Management Report of the adidas Group, comprising adidas AG and its consolidated subsidiaries, and the Management Report of adidas AG. 1 Group Management Report – Our Group adidas Group Worldwide / 02.1 / adidas Group Worldwide Percentage of Group sales 26 23 Western Europe North America 8 3 1 4 2 13 6 12 Greater China 7 10 European Emerging Markets 5 9 20 13 66 11 15 Latin America Other Asian Markets 1 adidas North America, Portland/Oregon, USA 6 adidas International Trading, Amsterdam, Netherlands 2 TaylorMade-adidas Golf Headquarters, Carlsbad/California, USA 7 adidas Group Headquarters, Herzogenaurach, Germany 3 Reebok-CCM Hockey Headquarters, Montreal/Quebec, Canada 8 adidas Group Russia, Moscow, Russia 9 4 Reebok International Headquarters, The Rockport Company Headquarters, Canton/Massachusetts, USA adidas Global Sourcing, Hong Kong, China ...
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...Executive Summary Industry and macro-environmental analyses of the international restaurant industry provides an overview of the industry and reveals the conditions that impact competitiveness and profitability of the industry’s players. The industry is split in two sectors: full-service restaurants (FSR) and limited-service restaurants (LSR). FSRs typically have a wait-staff; LSRs do not have wait-staff. The top five countries, in terms of total number of foodservice outlets, are: China, India, Brazil, Japan, and the US. The industry is of low concentration. Combined, the top industry players make up less than 3% of total global industry revenues. In terms of size, 2013 global sales were $2.6T, up 4.9%. The 2013 global labor force was 62.4M employees, up 2.4%. In accordance with Porter’s Five Forces framework, the forces that shape competition in the restaurant industry have a moderate to high impact on competitiveness. There is a moderate threat of new entrants and a high threat of substitutes. Buyers have a high degree of bargaining power and suppliers have a moderate degree of bargaining power. The restaurant industry is highly competitive and experiences intense rivalry. In terms of macro-environmental factors, emerging markets around the world over are having an impact on how restaurants execute strategy both domestically and abroad. The growth of the middle class in emerging markets, such as China and India, presents a new demographic and an opportunity...
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...BMO Financial Group 198th Annual Report 2015 There are many ways to talk about what lies ahead: Change. Disruption. Opportunity. Growth. We’ve gotten closer to our customers. Made banking simpler. Unified our businesses. Expanded our footprint. Invested in new platforms. Embraced a better rulebook. And through it all, delivered consistently strong results. Business Review Financial Review 2 4 10 11 16 17 18 20 21 23 24 26 118 132 Financial Snapshot/Who We Are Year in Review Chairman’s Message CEO’s Message Executive Committee Our Strategic Footprint Reasons to Invest in BMO Corporate Governance Board of Directors CFO’s Foreword to the Financial Review Financial Performance and Condition at a Glance Management’s Discussion and Analysis Supplemental Information Statement of Management’s Responsibility for Financial Information 133 Independent Auditors’ Report of Registered Public Accounting Firm 134 Report of Independent Registered Public Accounting Firm 135 Consolidated Financial Statements 140 Notes to Consolidated Financial Statements Resources and Directories 202 Glossary of Financial Terms 204 Where to Find More Information IBC Shareholder Information now it gets interesting Financial Snapshot Reported 1 Adjusted 1,2 As at or for the year ended October 31 2015 2014 2015 2014 19,389 18,223 19,391 18,223 liabilities3 (CCPB) (p 41) 1 1,254 1,505 1,254 1...
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...any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31 32 36 36 40 43 43 44 Self-assessment questions...
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...MACY’S, INC. 2015 ANNUAL REPORT Macy's, Inc. 2015 Annual Report | Macy’s, Inc. is one of the nation’s premier omnichannel retailers, with fiscal 2015 sales of $27.1 billion. As of March 31, 2016, the company operates about 870 stores in 45 states, the District of Columbia, Guam and Puerto Rico under the names of Macy’s, Macy’s Backstage, Bloomingdale’s, Bloomingdale’s Outlet and Bluemercury, as well as the macys.com, bloomingdales.com and bluemercury.com websites. Bloomingdale’s in Dubai is operated by Al Tayer Group LLC under a license agreement. Macy’s, established in 1858, is an iconic retailing brand with about 730 stores operating coast-to-coast, online at macys.com and a Macy’s shopping app for mobile devices. Macy’s offers powerful assortments and the best brands, tailored to each and every customer with obvious value, engaging service and unforgettable moments. In 2015, the company opened six pilot Macy’s Backstage off-price stores in the New York City area. CELEBRATING THE MAGIC OF MACY’S Clearly, Macy’s is distinctly different from other major retailers. We sell the most-wanted brands such as Calvin Klein, Charter Club, Estée Lauder, I.N.C, Michael Kors, Ralph Lauren, Sean John, Style&Co.,Thalía Sodi and Tommy Hilfiger. Macy’s embraces customers and strives to provide an experience that transcends ordinary shopping. Our DNA includes special events that are magical – the Macy’s Thanksgiving Day Parade, Fourth of July Fireworks, flower shows...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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