...------------------------------------------------- building a leading technology brand-sap Submitted by- Richard Doley (PGP /19/221) 1. What should SAP stand for? What is its brand promise? SAP has consistent product quality and innovation for which it has to stand but at the same time it should devise a consolidated strategy for all its target markets with one common logo and consistent tag lines so as to avoid unnecessary ambiguity in the customer’s perception. It must have a brand promise of enabling the target companies across the world so as to leverage technology and improve accountability, efficiency, profitability and visibility of their business. Customers should be able to clearly see the values and services they would like to undertake through SAP. 2. Would you make any changes in the branding elements? SAP brand architecture, logos? Though SAP is one of the world’s most reputed companies, they made a mistake in branding. During the initial phase of the internet boom, SAP lost out on a large share of possible customers, because of their seeming inability to innovate. Later on, even though the product that SAP released was a strong one, the possible users speculated that it was just a decision to create a brand. Another factor is that with the country heads being different and the overall coordination being lacking, SAP is unable to portray a single brand image across all the countries where it operates. So, what should be done in this regard is, there should be a centralization. The brand image...
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...LOVELY PROFESSIONAL UNIVERSITY DEPARTMENT OF MANAGEMENT Report on Summer Training BRAND AWARENESS OF HCL LEARNING - CDC (Career Development Centre) -A Study in Chandigarh- Submitted to Lovely Professional University In partial fulfilment of the Requirements for the award of Degree of Master of Business Administration Submitted by: Gaurav Sharma University Registration No. 3450070065 DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY JALANDHAR-NEW DELHI GT ROAD PHAGWARA PUNJAB Acknowledgment This project was result of my life’s best efforts till now and ultimate industry and corporate world experience. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend my sincere thanks to all of them. I wish to express my sincere gratitude to my Training Coordinator, Mr. Ashwani Panesar and my Mentor and project guide for Summer Training, Ms. Mandakini, Lecturer in Management Department of Lovely Professional University, for providing me an opportunity to do my Six week Summer Training Project on “BRAND AWARENESS OF HCL LEARNING-CDC” in “HCL Infosystems Ltd., PHASE-8, MOHALI.” I am highly indebted to my project guide in HCL Infosystems Ltd, Mr.Tarun Kumar, Business manager-North, HCL Infosystems Ltd. for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing...
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...MARKETING by: Prof. Joffi Thomas Case Analysis Note: SAP : Building a Leading Technology Brand Name | Roll number | Bankim Kala | EPGP-06-013 | Sanjib Roy | EPGP-06-061 | T Shravan Kumar | EPGP-06-178 | Prakhar Gupta | EPGP-06-047 | Case Preparation Questions 1) What should SAP stand for? What is its brand promise? Answer: Back in 2000, SAP was the leading enterprise software provider in very major market of the world having 12500 individual customers and 25000 software installations. However, it was losing the battle of perception having been perceived as being left out of the E-Business boom of 2000’s. Primary reason for the same was that this was a product driven company and did not devote many resources to marketing and branding. In contrast, SAP should be a market driven company and should stretch itself by communicating its success stories with customers, stakeholders, employees as well as competitors. SAP should first realize that Branding is a strategy problem and not an advertising problem, so the measures that they took like launching ‘mySAP.com’ are not going to help them in their cause. We would suggest the following three-pronged approach that they should follow in order to make it relevant to its customers as well as clearly convey the value proposition of their products and services: * Brand Awareness: SAP, as a brand, should clearly communicate both the tangible performance...
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...|The case preparation questions are intended to help you identify and address the key issues in the case while preparing the case analysis note| |for each case before the discussion in the class. | |Session No & Date |Case: Preparation Questions | |1&2 |PV Technologies Inc: Were they asleep at the Switch? | | |What could be the reasons for the unfavorable evaluation of PV technologies by Greg Morgan? | | |Evaluate alternative course of action available to PVT to gain favorable evaluation by Solenergy for the Barstow | | |Project? | | |What short term and long term policies and processes should PVT develop and implement to effectively improve its | | |marketing programs? | |3 |Kunst 1600 | | |What are the major...
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...note for each case before the discussion in the class. Session No & Date 1&2 PV Technologies Inc: Were they asleep at the Switch? 1. What could be the reasons for the unfavorable evaluation of PV technologies by Greg Morgan? 2. Evaluate alternative course of action available to PVT to gain favorable evaluation by Solenergy for the Barstow Project? 3. What short term and long term policies and processes should PVT develop and implement to effectively improve its marketing programs? 3 Kunst 1600 1. What are the major, quantifiable value and price elements associated with the Kunst 1600? What additional value placeholders, elements not presently quantified, merit consideration in your value model? Construct a customer value model for the Kunst 1600 in the residential AC, home refrigerator, and light commercial refrigerator repair market segments. Using your value model, select a target market segment(s) for commercialization efforts. Justify your choice. Case: Preparation Questions 2. 3. 4. 4 5. Write a value proposition for the Kunst 1600 for the target market(s). SAP: Building a Leading Technology Brand 1. What should SAP stand for? What is its brand promise? 2. Would you make any changes in the branding elements? SAP brand architecture, logos? 3. How can SAP ensure consistent messaging and consistent look and feel in all SAP communications worldwide? 4. How can SAP leverage its brand to companies of all sizes? 5&6 Precise Software Solutions 1. Should Alon plan...
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...subtitle] SURESH L I SEM, MBA D-SECTION ,ROLL NO:33 PESIT. CONTENTS Headings Page no 1.APPLICATION OF MIS IN ITC LTD 01 2. CONTENTS 02 3.ABSTRACT 03 4.ITC LTD PROFILE 04-05 5.OVERVIEW 06 6. COMPANY 07 7.VISION 08 8.WHY SAP? 09 9. IMPLEMENTATION 10 10.SOLUTION 11 11.BENEFITS 12 12.REFERENCES 13 ABSTRACT Management Information System (MIS) provides information for the managerial activities in an organization. The main purpose of this research is, MIS provides accurate and timely information necessary to facilitate the decision-making process and enable the organizations planning, control, and operational functions...
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...about infy----------- Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of over US$ 4 billion. Infosys defines, designs and delivers technology-enabled business solutions thathelp Global 2000 companies win in a Flat World. Infosys also provides a completerange of services by leveraging our domain and business expertise and strategicalliances with leading technology providers. Infosys' service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing .Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM isbased on the principle of taking work to the location where the best talent isavailable, where it makes the best economic sense, with the least amount ofacceptable risk. Infosys has a global footprint with over 40 offices and development centers inIndia, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan.Infosys has over 91,000 employees. Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers. alliance-------------- AlliancesInfosys'...
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...1.2 COMPANY PROFILE Infosys Technology Limited (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, there are global leaders in the "next generation" of IT and consulting with revenues of US$ 6.35 billion (LTM Q1-FY12). Infosys defines designs and delivers technology-enabled business solutions for Global 2000 companies. Infosys also provides a complete range of services by leveraging domains and business expertise and strategic alliances with leading technology providers. The offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 65 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 133,560 employees as on June 30, 2011. Infosys takes pride in building strategic long-term client relationships. 99% of our revenues come...
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...Maria Giulia Nisii Katarzyna Rybak STRATEGIC MANAGEMENT PROJECT ON SAP AG TABLE OF CONTENTS 1. Executive Summary…………………..…………….……………. Pg 3 2. Description of the Company....……………………..…………….. Pg 5 3. Business Software Industry Analysis…………………………….. Pg 7 4. SAP Internal Analysis……..………………………….………….. Pg 11 5. SAP Competitive Strategy..……………………………………… Pg 15 6. SAP Vertical Integration…………………………………………. Pg 18 7. SAP International Strategy………….……………………………. Pg 20 8. SAP Non-Diversification and Sybase Acquisition……………...... Pg 23 9. SAP Strategic Alliances.………….………………………………. Pg 26 10. Conclusions and Recommendation…………………………........ Pg 28 11. References Section..………………..……………….………..….. Pg 30 1. Executive Summary We are two students of Carlos III University of Madrid and our report purposes were the ones of detecting the main lines of SAP strategy and finding out which were the key success factors for the company. SAP AG is a German multinational software corporation that makes enterprise programs to manage business operations and customer relations. It is one of the largest software companies in the world and is the market leader in enterprise resource planning applications (ERP programs). First of all, to start our research, we identified how the business software industry was looking like to understand the company’s surrounding environment. The industry of e-business is using Information Technology (IT) and the Internet to conduct business in order to operate, quickly...
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...growth. 2004 to present Danone Waters UK - London, UK Bottled water market leader in the UK, with such brands as Evian and Volvic. (since Sept 2005) Warehouse Manager • Promoted to be in charge of 3 warehouses run by 3PL, in Northern France and Belgium, representing a storage capacity of 80 000 pallets and a throughput volume of 20 000 loads per year (50% of total company flow), • Managed to increase by 30% and secure successfully the company import/export flow via Northern France and Belgium, reaching objective of 5 millions Euros savings across 2 years, • Charing Performance reviews, KPI set up and follow up, • Working closely with 3PL to identify area of productivity and cost saving, • Responsible for the warehousing costs and Budget (4 millions Euros yearly), • Integration of International Freight constraints (sea/road/rail via containers). (9 months) Warehouse Building Project Manager Warehouse of 30 000 m2, built and equipped for a total cost of 20 millions Euros, Located in Zeebrugge, Belgium, • Worked in partnership with a 3PL in the warehouse design and equipment, • Ensured that the building design and built match with Danone requirements, • Project delivered on time, ...
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... Strategic Partnerships Partnering up with renowned brands from across the globe has enabled us to offer fully-integrated world class solutions to our clientele. Our alliances are based on mutual understanding and trust, sharing the same principles in business ethics with our partners, an attribute that has proven to be a strong competitive advantage for MAS over the years. Our joint venture partners include: | MAST Industries, Inc., USA | | Triumph International Overseas Limited, HK | | Speedo International Limited, UK | | Stretchline (UK) Limited, UK | | Ets Lucien Noyon Et Cie, France | | Prym Intimates Group Ltd, HK | | Brandot International Limited, USA | | Labyrinth Solutions Holdings, USA | | Tradecard, Inc., USA | | NSL Infratech (Private) Limited, India | MAS Intimates Offering customers highly differentiated intimate wear, flawless designs blended with exquisite quality, this is where perfection is revealed in every intricate detail. Drawing from 25 years of experience in lingerie manufacturing, MAS Intimates offer niche market intimate wear of unparalleled quality. With 12 world class manufacturing facilities in operation across Sri Lanka, India, Bangladesh & Indonesia, together with design offices situated in New York, Hong Kong, UK and Colombo, we service some of the most renowned global intimate brands. Sharing a long standing strategic partnership with Victoria’s Secret, the company currently...
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...8 TCS’ STRATEGY ANALYSIS ...9 Generic Business Strategies Global Strategies Corporate Level Strategies RECOMMENDATIONS 14 REFERENCES .15 INDIAN IT INDUSTRY OVERVIEW The IT-ITeS industry in India has today become a growth engine for the economy, contributing substantially to increases in the GDP, urban employment and exports, to achieve the vision of a “young and resilient” India. During the year, the sector maintained its double digit growth rate and was a net hirer. This growth has been fuelled by increasing diversification in the geographic base and industry verticals, and adaptation in the service offerings portfolio. Consequently, India has attained leadership position in the global sourcing market. India is now the leading country in providing IT Enabled Services in the world. According to a recent study, Indian IT & ITES is expected to grow at around 8% to touch revenue of almost USD115 billion. NASSCOM, the premier institute which manages all the IT and ITES companies in India, estimated that the revenue of the IT Enabled Services will cross the revenues of IT industry by 2010. The export revenue generated from ITES is about USD 78 billion and has a projection to grow up to more than US$ 150.22 billion by 2015....
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...their clients. Citibank offered telephone hotlines, customer relations managers to give individual attention to their customers, and service experts. Citibank also continued their investment in technology for the front and back end of the banking systems. Citibank committed to an “e-business strategy-Connect, Transform and Extend-was to web enable its core services, develop integrated solutions and reach new markets.” (McCauley & Khan, 2002, p.1). Citibank was also committed to its customers. According to the case study, ‘Citibank’s vision was to become the world’s leading e-business enabler". Citibank had over 268,000 employees located in over 100 countries and their focus was to embed their services into the everyday lives of the local population. “A bank that had roots in the country as deep as any local indigenous bank, building a broad customer base, offering diverse products, actively participating in the community and recruiting staff and senior management from the local population”. In addition to being committed to employees and customers around the world, Citibank has strong brand recognition and continues to invest in technology. To position itself strongly within the technology sector, Citibank formed “alliances with Oracle, Commerce One, Inc., SAP AG, Wisdom Technologies and Bolero.net” to help transform its company to an e-business model. In 2000, four companies teamed with Citibank to form FinancialSettlement Matrix.com – a company that...
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...to their clients. Citibank offered telephone hotlines, customer relations managers to give individual attention to their customers, and service experts. Citibank also continued their investment in technology for the front and back end of the banking systems. Citibank committed to an “e-business strategy-Connect, Transform and Extend-was to web enable its core services, develop integrated solutions and reach new markets.” (McCauley & Khan, 2002, p.1). Citibank was also committed to its customers. According to the case study, ‘Citibank’s vision was to become the world’s leading e-business enabler". Citibank had over 268,000 employees located in over 100 countries and their focus was to embed their services into the everyday lives of the local population. “A bank that had roots in the country as deep as any local indigenous bank, building a broad customer base, offering diverse products, actively participating in the community and recruiting staff and senior management from the local population”. In addition to being committed to employees and customers around the world, Citibank has strong brand recognition and continues to invest in technology. To position itself strongly within the technology sector, Citibank formed “alliances with Oracle, Commerce One, Inc., SAP AG, Wisdom Technologies and Bolero.net” to help transform its company to an e-business model. In 2000, four companies teamed with Citibank to form FinancialSettlement Matrix.com – a company that connected buyers and...
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...INDIA-An Introduction Samsung India Electronics Private Limited (SIEL) is the Indian subsidiary of the US $55.2 billion Samsung Electronics Corporation (SEC) headquartered in Seoul, Korea. It is the hub of Samsung’s South West Asia Regional Operations, and looks after its business in Nepal, Bangladesh, Maldives & Bhutan besides India. SIEL commenced operations in India in December, 1995. Initially, a player only in the Colour Televisions segment, it later diversified into colour monitors (1999) and refrigerators (2003). Today, it is recognized as one of the fastest growing brands in the sphere of digital technology, and enjoys a sales turnover of over $ US 1 billion in a just a decade of operations in India. Samsung in India has a presence in the following areas of business: • • • Consumer Electronics (CE)/Audio Visual (AV) Business Home Appliances (HA) Business Information Technology (IT) Business Its operations are broadly divided into the following key sub-functions: • • • Sales & Marketing Manufacturing Software Centre Operations THE SALES & MARKETING FUNCTION Headquartered in New Delhi, Samsung India has a network of 19 branches and 16 Area Sales Offices (ASOs) located all over the country, and the number is expected to grow, as the organization continues to expand its horizons. The Sales & Marketing function at Samsung is primarily divided into two categories: • • Sales & Marketing (IT) Sales & Marketing (AV/HA) Apart from sales...
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