...entire market spaces and then consistently dominate these spaces Business divisions- Time product division Jewellery divison Eyewear Precision engineering Even as the Indian economy encountered a challenging 2011-12, the Company recorded its best-ever performance. In 2011-12, the Company’s sales income grew by 36.5% to Rs. 8,970.86 crores compared with Rs. 6,570.86 crores in the previous year. Creditably, the percentage growth of our bottom lines was higher: profit before tax grew by 40% to Rs. 838.44 crores, while net profit grew by 39.4% to Rs. 600.16 crores. Even though the Indian economy grew slower in 2011-12, Titan Industries Limited reported a stronger growth on account of a deep understanding of consumer preferences, product differentiation, new product launches and professional brand management INDIAN WATCHES MARKET Only 27% of all Indians own a watch. This statistic demonstrates the significant potential for growth, particularly as Indians become more affluent and style-conscious. The Indian watches market is estimated at around 53 million units in 2011, valued at approximately Rs. 4,500 cr. The market grew by about 14% in 2011. The catalysts for category growth includes overall economic progress, expanding upper-middle class and middle-class population, growth in India’s young earning population, rising consumerism and the spread of modern retail formats. A large proportion of the Indian watches market is occupied...
Words: 853 - Pages: 4
...| |Strategic Management : Principles and Practise | |Case Study A : RYANAIR | | | | | | | | | 1- You’re invited to use the Value Chain framework so as to explain the extent to which Ryanair has been able to propose low fares to its passengers. In order to develop a competitive advantage - implementing low fares to its passengers - Ryanair offers a series of activities referred to as the Value Chain, as it is shown in the following diagram: |Firm Infrastructure | |Corporate partnerships | |Human Resource Management...
Words: 1529 - Pages: 7
...Jean C. Rivera-Nazario CONT-6501 DR. Gonzalez Cerrud 10-mar-2015 THE HOME DEPOT, INC. 1. Evaluate The Home Depot's growth strategy. The Home Depot innovated in the home center industry by bringing a new retailing concept. One of the most important decision was to cut out completely the warehouse costs by designing retailing stores in a warehouse format in which all the inventory was already at store. This format helped The Home Depot to keep Overhead costs low and as a consequence, past these savings to their customers. This practice also led The Home Depot to work with a higher volume, lower margin and higher inventory turnover, a good indicator for retail companies which in turn helped to reduce costs even more. Having the warehouse format also helped them minimize out-of-stock occurrences, which helped them to have a stronger relationship with the customer, to whom they offered guaranteed products, by either the manufacturer or themselves. Customer service was so important for The Home Depot that 90% of their employees were fulltime works with special trainings of technical knowledge to help their customers with home improvement projects, and their advertising program included in-store demonstration of do-it-yourself which helped the Home Depot grow successfully in its early years. 2. How well did the company implement its strategy? Analyze The HomeDepot's financial performance and cash flow during the fiscal year 1985. How well did the company perform in...
Words: 1074 - Pages: 5
...Ducati feedback Q1. I wanted you to begin by recognising that this was a turnaround situation, with Ducati in 1996 close to bankruptcy. A new management team led by Minoli changed strategy with clear objectives of aggressive growth within a niche of the sports segment and competing as a focussed differentiator. The logic of the turnaround can be conceptualised as follows (a) Ducati reduced costs without affecting the WTP for the physical product (i.e. the quality and reliability of the product has increased despite reduced costs). Major reductions were in motorcycle material costs (from 68.2% to 59% of unit costs, exhibit 12) and can be attributed to the following factors: (1) rationalised suppliers from 200 to 130 with the effect of increasing the quality of suppliers and Ducati’s bargaining power (2)Ducati increased its outsourcing from 80% to 90% and thus tapped more the potential of the Emilian mechanical district (3) Ducati further increased its bargaining leverage by instituting dual sourcing for the major components of the motorcycle and adopted short-term contracts (4) Ducati enjoyed economies of scale by increasing output from 12000 bikes in 1996 to 39000 in 2000 (5) Ducati increased the standardisation of its products (parts) and thus increased the bikes produced per worker from 76 to 87 in 200 (14% increase) (exhibit 13). (b) Ducati increased costs to boost WTP for the product’s intangible aspects (i.e. sport character, community, design, exclusivity, Italianess...
Words: 1328 - Pages: 6
...000 full time employees. The strength of any company is its work force and Caterpillar is no exception. They currently employ over 11,000 engineers and over 350 Ph-D level scientist that are working to provided new innovation and technologies. Another benchmark for the company is its efforts to achieve sustainability. “A leader in remanufacturing technologies and processes, Cat Reman returns products at the end of their lives (called 'core') to same-as-new condition and helps reduce owning and operating costs by providing our customers same-as-new quality at a fraction of the cost of a new part.” (http://www.caterpillar.com/). Weaknesses: According to Caterpillars own retail statistics they are down across the board in every market and product for the...
Words: 1076 - Pages: 5
...Competitor-oriented Objectives: The Myth of Market Share J. Scott Armstrong, The Wharton School, University of Pennsylvania, Philadelphia, PA 19104 E-mail: armstrong@wharton.upenn.edu Phone 610-622-6480; Fax 215-898-2534 Kesten C. Green, Department of Econometrics and Business Statistics Monash University, VIC 3800, Australia E-mail: kesten@kestencgreen.com Phone +64 4 976 3243; Fax +64 4 473 0643 February 21, 2006 IJB05CmObj27.doc International Journal of Business (forthcoming) Abstract Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, indicated that competitor-oriented objectives reduce profitability. However, we found that this evidence has been ignored by managers. We then describe evidence from 12 new studies, one of which is introduced in this paper. This evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about market shares of competitors. Unfortunately, we expect that many firms will continue to use competitor-oriented objectives to the detriment of their profitability. Key words: competition, market share, objectives, profitability. JEL CLASSIFICATION: L21, M21, M31. 2 Many managers have a natural inclination to want to beat their competitors. Our concern in this paper is the relationship between competitor orientation and performance. We show that competitor-oriented...
Words: 8595 - Pages: 35
... Introduction The movie industry had benefited from the technology development such as the digital camera and digital screens in the sense of suspense and excitement. However, this technology had become a big challenge to the management in the motion picture industry value chain. This technology encourages the moviegoers to experience watching a movie at house with the same picture’s quality resolution and the sound’s effects as the theaters providing for audiences. The management dilemma is at maximizing their revenue and profit which falls into two difficult components; the uncontrollable and unpredicted revenue and limited profit. Because of the ticket price exposed to competition and each chain is serving different geographic market, thus the ticket price can’t be increased more. Also, the revenue streams components are limited and ticket sales revenue is the main contributor in the business of exhibition. Moreover, the cost of producing the movie is becoming higher. The value chain theatrical movie picture: Consumption Exhibitions Distribution Production The Movie Industry in 2008 (Case A) PESTEL Analysis – External Environmental Political factors: the...
Words: 1602 - Pages: 7
...Emami’s Net Sales & PAT to grow by 16.9% & 219.7% respectively over FY12-14. Growth momentum could continue in its power brands viz Boroplus, Navratna, Fair & Handsome & Zandu, led by higher A&P spends, distribution expansion and brand extensions. The management aims to grow each of its power brands to Rs 8-10 bn over the next 5 years. Strong R&D & aggressive marketing & distribution would continue to support portfolio expansion, like in the past. The company’s sub-segmentation strategy of launching variants and brand extensions has worked out well. Emami is a market leader in under penetrated segments like Fairness cream, Antiseptic cream and Cold cream market. Robust outlook of personal care market could prove to be beneficial for Emami going forward. Even the cooling oil market outlook is robust & hence Navratna Oil would do well. Rural India would be a major growth catalyst going forward. Emami expects its revenue share to go up further through focus on value for money products, increase in brand promotion (with the help of celebrities as brand ambassadors) & distribution and rise in rural household incomes. After a flattish growth in 9MFY13, the management expects the...
Words: 8088 - Pages: 33
... 14% Tops Tank5 13% Market Shares by Consumer Segment (%Unit) Brand Firm Explorers Shoppers Professionals Highs Earners Savers MOVE Maestro 8% 5% 24% 27% 0% Roll Root 31% Solo Singular 19% Tops Tank5 15% ♣♣ Part I ♣♣ Brand Market Share analysis ___________________________________________________________________________ For The 3 A’s Analysis of the brand, and the MOVE of Alpha, M team, we need to look at market share of the product, the MOVE, then, we get the following results. (1) Brand awareness 78%, so that we can assume that no more promotion is needed for MOVE. By brand awareness, MOVE is highest. (2) Attractiveness = purchase intentions /awareness = 21% /78%=0.27 Roll =0.55, Solo = 0.2, Tops =0.17 Since its release, ROLL’s attractiveness has been higher than MOVE, therefore, we need to boost attractiveness. Attractiveness can be beefed up via product, pricing and promotion, but our team will not push promotion since it seems fine. (3) Availability: Market Share / awareness =27%/78%=0.35 Roll=0.41, Solo =0.27, Tops 0.19 ROLL’s availability is higher than that of MOVE so our firm needs to enhance availability via placement and production plans. The recommended action plan for MOVE is two-fold. One is to strengthen attractiveness and the second is to increase availability in the market. ♣♣ Part II ♣♣ Segment Attractiveness Analysis For the segment attractiveness analysis, the sonite market is chosen to evaluate segment...
Words: 645 - Pages: 3
...had been very successful. Bill Hawkins, the newly appointed Marketing Director, opened the meeting with an aggressive presentation. At 35, he was a good 20 years younger than anyone else on the Board; and with a Harvard M.B.A., he was the only member of the Board with formal management training. 'I hope that certain members of the Board have reconsidered their positions since our last meeting. As far as 1 am concerned, my recommendations of three weeks ago still stand. Let's go through them once again, shall we? What are the main facts from the Consultant's Report? Let's take them one by one, shall we? (a) At a £4.50 selling price per filter unit, and a market size of 1 million units, the present market size is £4.5 million. (b) One company, Western Ltd, has an estimated 85% market share. (c) The market does not like working under a monopoly, and especially as Western Ltd do not give volume discounts. (d) The number of buying points is estimated at 20,000, of which 220 in Birmingham, 150 in London, and 70 in Manchester, take 55% of the total. [pic] Figure 1: compressed air filter unit Filtereinsatz = Filterkern = core (e) There are 35 manufacturers of equipment powered by compressed air, who dominate...
Words: 1689 - Pages: 7
...Business Memo to The C.E.O of Nokia Date: November 25, 2015 To: Rajeev Suri, C.E.O From: Shreya Chugh, UOM Subject: Upper Echelons of Nokia Nokia is one of the leading companies in the sector of advanced technologies and mobile network with an advantage of 100 years of experience and expertise in telecommunications from 2G to 3G to 4G and now the emerging 5G. It has always been and intends to remain at the cutting edge of mobile technology. (Anon, 2015) Its market share was 48.7 percent in the third quarter of 2007. By the third quarter of 2012 the company's market share had slipped to just 3.5 percent (Statista, 2015). Nokia has shown great improvement ever since this decline. Coming in 3rd place, scraping what market share has been left behind from the dominant Android and iOS, it continues to be one of the largest operators in the market (Byron, 2013). This memo attempts to closely evaluate the reasons behind the decline of the market share and will primarily focus on the decision making by the upper echelons of the company that led to this decline. Its main aim is to provide possible interventions based on the upper echelons theory that could help the company regain its lost position and customer base. This memo will dive deep into the cognitive frames and the demographic characters of the CEO and the top management team (TMT) that affect the strategic decisions of a company, based on the theory. It will be imperative to do a quick historic evaluation of the...
Words: 1129 - Pages: 5
...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 would come from this factory • Expansion globally • Increasing bargaining power Acquiring Continental Can Canada would have the following cons: • Bidding war could create too high acquisition price • Conflict with different cultures • Expansion might create unnecessary costs • Increased difficultness of overseeing the company 2, How attractive has the metal container industry been...
Words: 993 - Pages: 4
...and with a Harvard M.B.A., he was the only member of the Board with formal management training. 'I hope that certain members of the Board have reconsidered their positions since our last meeting. As far as 1 am concerned, my recommendations of three weeks ago still stand. Let's go through them once again, shall we? What are the main facts from the Consultant's Report? Let's take them one by one, shall we? (a) At a £4.50 selling price per filter unit, and a market size of 1 million units, the present market size is £4.5 million. (b) One company, Western Ltd, has an estimated 85% market share. (c) The market does not like working under a monopoly, and especially as Western Ltd do not give volume discounts. (d) The number of buying points is estimated at 20,000, of which 220 in Birmingham, 150 in London, and 70 in Manchester, take 55% of the total. [pic] Figure 1: compressed air filter unit Filtereinsatz = Filterkern = core (e) There are 35 manufacturers of equipment powered by compressed air, who dominate the market; and 15 major...
Words: 1690 - Pages: 7
...Ronda Crispell American Intercontinental University Unit 4 Individual Project BUSN300-1103B-08: Lower Division Capstone September 18, 2011 Abstract In this assignment the writer is tasked with writing a memo to the manager of the company addressing a recent or current event in the news and discussing the following two theories. First of all, in the area of human resource area, the theory to be discussed is moving toward an employee empowerment culture. The second theory pertains to the marketing area and addressed the theory of penetration pricing. For each of the above theories, the issue being addressed that started employing these theories will be discussed. Also, how the theory being followed leads to specific actions on the part of the company will be identified. The achieved results will be revealed. Lastly, assuming the writer was in the position of senior manager, would the situations have been addressed differently? Other possible theories will also be discussed. Application of Theories In the topic of human resources and moving in the direction of an employee empowerment culture, it is first necessary to understand the meaning of this term. Employee empowerment is defined as relinquishing power to the common employee and allowing that employee to make choices and decisions without the approval of management. The level of authority given to the employee is guided by management. A company that practices employee empowerment is Ford. Issues...
Words: 681 - Pages: 3
...Assurance of Learning Exercise 3D McDonald's Burger King Holdings Yum! Brands., Inc. Critical Success Factors Weight Rating Score Rating Score Rating Score Advertising 0.20 3 0.60 2 0.40 2 0.40 Product Quality 0.10 2 0.20 2 0.20 3 0.30 Price Competitiveness 0.10 3 0.30 3 0.30 2 0.20 Management 0.10 3 0.30 2 0.20 2 0.20 Financial Position 0.15 3 0.45 1 0.15 2 0.30 Customer Loyalty 0.10 1 0.10 3 0.30 3 0.30 Global Expansion 0.20 3 0.60 2 0.40 2 0.40 Market share 0.05 3 0.15 1 0.05 2 0.10 Total 1.00 - 2.8 - 2 - 2.2 Rating * weight = score 1 = major weakness, 2= minor weakness, 3= minor strength McDonald’s strategic prospects Strengths: “McDonald’s towers over its direct competitors in the industry with a market cap of $59.8 billion in May 2009” (David, 2011, p. 33) This as compared to is competition in which Yum! Brands and Burger King. Their market shares were $16.3 billion and $2.46 billion respectively. In 2009 they open 6,650 new stores in Europe and 8,327 new stores in APMEA (Asia/Pacific/Middle East/Asia). McDonald’s corporate responsibility campaign in becoming socially and environmentally friendly is one strength. According to David, they “have been recognized for its efforts in inclusive excellence with respect to employing and creating opportunities for minorities (2011, p. 33). They have actively sought to reduce their “carbon footprint by using recycling packaging” (David, 2011, p. 33). In 2014, they were ranked 43rd on the...
Words: 721 - Pages: 3
