...The Wall Street Journal Weekly Review Coach Leans Heavily on Outlet Stores 'Over-Democratization' Potentially Jeopardizes Brand's Image As upscale brands seek to enter or expand their outlet businesses and even produce merchandise specifically for that channel, they face an age-old dilemma: sales growth vs. brand exclusivity. At Coach Inc., COH -1.07%its North American outlet business has grown to 60% of its retail sales in the region from about 30% in fiscal 2006, according to Cowen & Co. analyst Faye Landes. The number of items sold at its outlets has jumped to 73% of its North American retail business from an estimated 38% during the same period, Ms. Landes said. (Wall Street estimates that Coach's North America retail sales account for about two-thirds of its overall sales.) Coach's outlet business in North America is 60% of its retail sales The outlet channel also has become more productive for Coach, generating over $2,000 per square foot, compared with less than $1,400 per square foot at its full-price locations, a reversal from fiscal 2006, she said. "Consumers may increasingly perceive Coach as an off-price brand, which, if valid, could challenge [Coach's] efforts to elevate and transform the brand," Ms. Landes said in a report this week, adding that while most of the retailer's outlet products are made for that channel, they are still easily identifiable as Coach. "Our findings raise a concern of possible over-democratization of the brand which may...
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...successful leaders, particularly when leading through difficult times need to be able to transform and drive change through creative and innovative approaches, in a way that inspires and transforms both the people and therefore the organisation (Johnson, 2009). Conant is an example of a transformational leader who used a people centred approach to turn around the Campbell’s Soup company. In 2001 Campbell’s share price had dropped by 50% in three years (Gerdeman, 2013). Sales of canned soup had declined in a highly competitive market and 62% of its managers considered themselves not actively engaged in their jobs (Waghorn, 2009). However, By 2010, Campbell’s total shareholder return, at 68% was nearly 5 times the return of the S&P 500 and employee active engagement levels soared to 62%, which is an engagement ratio of 23:1. Gallup Organisation considers 12:1 to be ‘world class’ (Waghorn, 2009). How did Conant achieve this? No one leadership strategy can transform a business this close to failure. For Campbell’s it took a combination of cost control, innovation, a change in marketing direction and especially, a concerted effort to invigorate the workforce and change its culture (Waghorn, 2009). Conant believes that of all the measurable elements in building culture, engagement correlates most closely to shareholder returns. Conant’s people focussed strategy states that “to win in the market place…you must first win in the workplace” (Waghorn, 2009) However, this notion was...
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...03 | Strategic framework | | Environmental analysis(PESTEL,Porter,SWOT,competitor, value chain) | | Business level strategy | | Corporate level strategy | | Strategic acquisitions | | Corporate governance | | References | 12 | Introduction Johnson & Johnson is an American multinational pharmaceutical, medical devices, and consumer packaged goods manufacturer founded in 1886. It is headquartered in New Brunswick, New Jersey and being listed among the Fortune 500. The corporation includes some 250 subsidiary companies with operations in over 57 countries and products sold in over 175 countries. Johnson & Johnson and its subsidiaries (the Company) have approximately 128,100 employees worldwide engaged in the research and development, manufacture and sale of a broad range of products in the health care field. The Company conducts business in virtually all countries of the world with the primary focus on products related to human health and well-being. Our Credo: Credo,a deeply held set of values that have served as the strategic and moral compass for generations of Johnson & Johnson leaders. * We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. * We are responsible for our employees, the men and women who work with us throughout the world. We must respect their dignity and recognize...
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...their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it. They should, because we’ve found that leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies. In our close collaboration with psychologist Susanne CookGreuter—and our 25 years of extensive survey-based consulting at companies such as Deutsche Bank, Harvard Pilgrim Health Care, Hewlett-Packard, NSA, Trillium Asset Management, Aviva, and Volvo—we’ve worked with thousands of executives as they’ve tried to develop their leadership skills. The good news is that leaders who make an effort to un- derstand their own action logic can improve their ability to lead. But to do that, it’s important first to understand what kind of leader you already are. The Seven Action Logics Our research is based on a sentence-completion survey tool called the Leadership Development Profile. Using this tool, participants are asked to complete 36 sentences that begin with phrases such as “A good leader…,” to which responses vary...
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...Building leader the new Leadership challenges of the future revealed According to Hay Group’s Leadership 2030 research the leaders of the future will need a host of new skills and competencies if they are to succeed >> Contents Introduction 2 1 The global balance of power is shifting 5 2 Climate change and scarcity of resources is a mounting problem 6 3 The war for talent rages on 7 4 Accommodating growing individualization 8 5 Embracing the digital natives 9 6 Harnessing technology to innovate 10 Conclusion 12 2 Building the new leader | Leadership 2030 Introduction Leaders of the future will need to be adept conceptual and strategic thinkers, have deep integrity and intellectual openness, find new ways to create loyalty, lead increasingly diverse and independent teams over which they may not always have direct authority, and relinquish their own power in favor of collaborative approaches inside and outside the organization. Megatrends are long-term processes of transformation on a global scale with a broad scope and dramatic impact To successfully develop this combination of skills and qualities – and adopt what is, in effect, a ‘post-heroic’ leadership style – they may need to abandon much of the thinking and behavior that propelled them to the top of their organizations in the first place. But if they want their businesses to survive and thrive over the next two decades they have...
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...[pic] Contents Introduction 2 2. Personal development from PALS 3 2.1 The futures of PALS and what I’ve learned 3 2.2 Benefit from visiting speakers programme and organizational visits 6 3. Professional development from PALS 7 3.1 Commercial awareness 8 3.2 Communication skills 8 3.3 Leadership 9 3.4 Foreign language 10 4. Help in the future 10 Conclusion 11 Reference 12 LEARNING LOG 13 Introduction In this text, I will retrospect to the period doing the assignment and reflect how I developed professionally and personally. The first chapter gives a review of the group assignment and presentation. We took DHL call centre as the development subject, and analyzed the importance of establishing a new call centre based on the theories about the reasons of building call centre. Based on existing literature about call centres, we summered up the advantages of call centres and examine the current status of DHL, thus our analysis gives a theoretical and practical ground of building DHL new call centre (Bruce et al, 2010). Latter analyzed the factors influencing the success of call centres so that we can adapt right strategy and avoid big failure (Chiara et al, 2006). The main concern is to promote service quality in all dimensions and by scientific means. In the second chapter, I draw a line between what I noticed and perceived from visiting and interviewing activities and what...
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...or knowledge discovery) is the process of analyzing data from different perspectives and summarizing it into useful information - information that can be used to increase revenue, cuts costs, or both. Data mining software is one of a number of analytical tools for analyzing data. It allows users to analyze data from many different dimensions or angles, categorize it, and summarize the relationships identified. Technically, data mining is the process of finding correlations or patterns among dozens of fields in large relational databases. Continuous Innovation Although data mining is a relatively new term, the technology is not. Companies have used powerful computers to sift through volumes of supermarket scanner data and analyze market research reports for years. However, continuous innovations in computer processing power, disk storage, and statistical software are dramatically increasing the accuracy of analysis while driving down the cost. Example For example, one Midwest grocery chain used the data mining capacity of Oracle software to analyze local buying patterns. They discovered that when men bought diapers on Thursdays and Saturdays, they also tended to buy beer. Further analysis showed that these shoppers typically did their weekly grocery shopping on Saturdays. On Thursdays, however, they only bought a few items. The retailer concluded that they purchased the beer to have it available for the upcoming weekend. The grocery chain could use this newly discovered...
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...About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype...
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...allocating cross-disciplinary resources 4.Not getting buy-in and ownership from cross-functional teams 5.Not creating intelligence driven options and scenarios 6.Not deploying measurement criteria and metrics In his classic book, Innovation and Entrepreneurship, Drucker describes innovation as a delicate dance between perception and analysis. Analysis, with all its discipline, must be based on a perception of change: “This requires a willingness to say, I don’t actually know enough to analyze, but I shall find out. I’ll go out, look around, ask questions, and listen.’” In an age of unanswerable questions, asking the right question might just be the answer. Faisal Hoque is founder, chairman, and CEO at BTM Corporation and founder of research think-tank BTM Institute. His newest book is The Power of Convergence. © 2012 Faisal Hoque. Follow him on Twitter @faisal_hoque. [Image: Flickr user Jennuine Captures] Innovation products fail because there’s too much focus on technology The first reason why innovation products is that there’s often too much focus on technology and not enough on understanding consumers. Recently, I was part of a jury at Centrale Paris, a leading engineering school in France, and I was asked...
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...Calculate or identify from each company’s most recent annual report the six (6) specific financial ratios listed and provide as an appendix to the paper. Liquidity measurement ratio: Current ratio The current ratio is a popular financial ratio used to test a company's liquidity by deriving the proportion of current assets available to cover current liabilities. The concept behind this ratio is to ascertain whether a company's short-term assets are readily available to pay off its short-term liabilities Profitability indicator ratios: Return on assets This ratio indicates how profitable a company is relative to its total assets. The return on assets (ROA) ratio illustrates how well management is employing the company's total assets to make a profit. The ROA ratio is calculated by comparing net income to average total assets, and is expressed as a percentage. Profitability indicator ratios: Return on equity This ratio indicates how profitable a company is by comparing its net income to its average shareholders' equity. The return on equity ratio (ROE) measures how much the shareholders earned for their investment in the company. Operating performance ratio: Fixed asset turnover ratio This ratio is a rough measure of the productivity of a company's fixed assets with respect to generating sales. This annual turnover ratio is designed to reflect a company's efficiency in managing these significant assets. Cash flow indicator ratio: Dividend payout ratio This...
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...dignity. I will introduce what Starbucks is all about where it started from, GAAP and description of the account principles, cost, revenue and matching for Starbucks Company. Show the application of GAAP in cost recording, revenue recognition, and the matching expenses and revenues. Basically show how Starbucks became a million dollar company. Give a description of their recent accounting standards and pronouncement of the company. Describes how the assertion of internal controls of the company financial statements. Starbucks Coffee Company Introduction/Background Information The founder and CEO of Starbucks Corporation is Howard Schultz. Howard Schultz is a man of vision who turned and unknown coffee company in Seattle Pike Place Market into a large global coffee and the most want and best respected brands to have. (Moe, m 2006) The first store open was in 1971. Starbucks got a new name in 1987 when Schultz Company, II Giornale brought Starbucks and change the name to Starbucks Corporation, at that time it was only 17 stores open. Today, with more than 17 thousands stores in 50 nations, Starbucks has the best roaster coffee and retailer of all kinds brands of coffee in the world. (2012 Starbucks Corporation) From the beginning, Starbucks set out to be a different kind of company. One that not only celebrated coffee and the rich tradition, but that also brought a feeling of connection. (2012 Starbucks Corporation) Here are their Mission Statement that is required by each...
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...outputs. The strategic challenges associated with managing a value chain are related to manufacturing products with the right quality at the lowest possible prices. The ways to reduce costs – or increase value – are primarily found through economies of scale, efficient capacity utilisation, learning effects, product and information flows, and quality measures. Critical drivers of value creation in chains also include the interrelationships between primary activities, on one hand and support activities on the other (Hollensen, 2003:43) Micheal Porter has proposed the value chain as a tool for identifying ways to create more customer value. According to this model, every firm is a synthesis of activities performed to design, produce, market, deliver and support its product (Kotler & Keller, 2006:38). The value chain is a tool for identifying ways to create more customer value. When customers are satisfied and they believe that they are valued and obtain value from the business, they will be loyal to the organization, i.e. they will continue to support the organization. This will lead to the organization gaining a competitive advantage. Businesses attempt to add maximum value at each chain, incurring the lowest possible costs. As mentioned above the value chain incorporates the interrelationships between primary and support activities. The primary activities of an organization are grouped into 5 main areas: inbound logistics, operations, outbound logistics, marketing...
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...Advance praise “Our world is facing uncertainties never seen before. Designing winning strategies, as tough as it can be, is only part of the challenge facing senior management. The most difficult part is to continuously translate our strategy into superior performance at all levels of our organisations. That’s what this book is all about: tips and tricks to get things done” Gérard Mestrallet | CEO | GDF SUEZ “This book absolutely nails the three things every manager needs to know about strategy – execution, execution, execution!” Bill Saubert | Regional Business Leader Australia/New Zealand | MasterCard Advisors “Strategy Execution Heroes is a wonderfully written and well-organised book with a clear commonsense approach to strategy implementation. It is a must-read for any manager regardless of position or years of experience” Michael Benavente | Managing Director Watches | Gucci “Organisations have become very aware that much great strategy is lost before it’s turned into performance, mainly as a result of poor execution skills. This book is a significant step towards addressing that gap: it takes strategy to the manager level, providing practical everyday recipes to make sure that the ‘big picture’ does not remain a boardroom abstraction” Bruno Lanvin | Executive Director, eLab | INSEAD “Strategy Execution Heroes provides leaders with a practical strategy execution how-to guide which includes a brilliant summary of Jeroen’s personal experiences combined with an extensive collection...
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...Summary 11 15 Talent Management at Government Linked Companies (GLCs) Page 3 Preface In today’s global business environment, talent becomes the potentially powerful source of competitive advantage. Talent management is the fundamental building block to creating an organisation that is capable of learning, innovating and changing, as well as executing new processes. Finding, acquiring and retaining the right talent complemented by correct management and support are necessary for sustainable competitiveness. This research explores the aspects of talent management among Government-linked companies (GLC) in Malaysia. The Government’s Orange Book on Strengthening Leadership Development of December 2006 provides insights into the transformation processes of GLC in talent management. The Orange book sets out a framework to assess and strengthen company-wide leadership development through talent management. With these in mind, initiatives were taken to research talent management initiatives at GLC. Guided by the Orange book, GLC have implemented adaptive approaches to address the crucial need to develop great leaders for Malaysia and deliver the required improvements as well as sustain niche performances. “The toughest thing about success is that you’ve got to keep on being a success. Talent is only a starting point in business. You’ve got to keep working that talent.” -...
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...How to Motivate a Team’s Performance During Times of Change While Maintaining the Organizations Culture Bart Fitz 155 W. Main St. #1102 Waterford Tower Columbus, OH 43215 bart.fitz@yahoo.com & bfitz@chamberlain.edu 614-565-4125 MGMT 591: Leadership and Organizational Behavior Professor Robert Salitore June, 16th, 2014 Introduction The organization that will be the topic in my final project paper is Chamberlain College of Nursing. Chamberlain is a single purpose college of nursing under the DeVry Education Group umbrella since 2005. DeVry Education Group (NYSE: DV; member S&P MidCap 400 Index) is a global provider of educational services. For 125 years, Chamberlain College of Nursing has been at the forefront of excellence in nursing education. Chamberlain is increasing access to nursing education nationwide with campuses offering the three-year Bachelor of Science in Nursing degree program and flexible online programs such as the RN to BSN option, Master of Science in Nursing degree program, Doctor of Nursing Practice degree program and Graduate certificates...
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