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Global Business Operation (EDL 413)-Semester IV
1st Module Assessment
Case Study
A Cadbury Schweppes Case
Why did Cadbury Schweppes choose Poland as its point of entry into the Central and Eastern European confectionery markets? Because there was a number of significant developments taking place there.
The Central and Eastern European countries can be divided into two groups: those which fell originally within the Soviet Union, and others.The key difference is that the countries within the latter group only had communist regimes for 45 years and free enterprise still existed to some degree.
The four most advanced countries within this group were Poland, Hungary, the Czech Republic and Slovakia, of which Poland had the largest population and percentage of private sector business, as well as a strong consumer market. It also had good prospects for investment, offered a skilled labour force and faced neither ethnic strife nor border disputes.
Having developed a stable parliamentary democracy and signed an association agreement with the European Union, Poland recognised that to shed its former communist image and face market forces with a proactive, commercial approach would require major changes in its culture and attitude. One way in which it could do this was to encourage development in Poland by its European partners, and Poland already had a good relationship with the UK, which has a Polish community of some 150,000.
These rapidly changing political, economic and social factors were key influences in Cadbury Schweppes’decision to enter Poland’s developing market. Another strong factor was that, despite Poland having, at that time, one of the largest confectionery markets in Central and Eastern Europe, none of Cadbury Schweppes’ major international confectionery competitors had established strong businesses there.
Although the Company could have taken a ‘wait and see’ approach (running the risk of missing a vital opportunity to develop an early market lead), it decided that there were sufficient indicators to justify an investment in Poland.
Cadbury Schweppes had three ‘route to market’ options to consider in order to respond to Poland’s market needs. The options were:
• export from other Cadbury Schweppes companies
• acquire or form a joint venture with a local Polish company
• establish its own factory locally.
When Poland first left the communist regime the government pursued a policy of open trade which resulted in a flood of imports. To protect local industry the Polish government established import duties which were particularly high on goods such as confectionery.
Under these conditions, exporting to Poland was not an economically viable option to Cadbury Schweppes. Cadbury Schweppes evaluated the leading Polish confectionery companies to assess their suitability for acquisition or joint venture. However, several problems, such as over-staffing or lack of investment, were found to be common across all of them.
So, having rejected the first two options, Cadbury Schweppes decided to explore local manufacture as the most appropriate route into the Polish market.
Although the confectionery market in Poland was known to be large, market research was conducted to determine whether that market would be suitable for Cadbury Schweppes’ products.
Tastes in confectionery vary the world over and Cadbury chose to manufacture products from its existing range which would particularly suit the Polish taste. It also decided to manufacture a range of budget-priced products under the name of Piasten, Cadbury Schweppes’ brand in Germany.
Having identified the product range and its acceptability to Polish consumers it was then possible for Cadbury Schweppes to forecast the potential sales which could be achieved in Poland.
This information, together with estimates of the costs involved in setting up and running the manufacturing operation, enabled the Company to determine that the project was financially viable. In 1993 Cadbury Schweppes took the decision to invest more than £20m in building a factory and developing a new confectionery business on a greenfield site in Poland.
Cadbury Schweppes began by visiting Poland to evaluate sites in several locations to improve its understanding of the Polish infrastructure and administration procedures, and to assess the general employment situation and skills availability.
The decision to develop a greenfield site at Kobierzyce, near Wroclaw in south west Poland, was based on a number of criteria:
• overall cost
• geographical location
• climatic conditions
• availability of mains services
• access to highways and trunk roads
• distance from competitors
• large regional population.
A further factor was people. Cadbury Schweppes would be joining a local community and would work closely with the local mayor and his staff at Kobierzyce, who welcomed the new investment.
It is not an easy task to build a factory in a foreign country. It requires careful co-ordination and considerable expertise.
Cadbury Schweppes appointed a team of engineering consultants to oversee all stages of the project, from selection of the contractors via a process of tendering, through to the completion of the factory construction.
The construction process was extremely challenging as the factory and offices, covering 9000 square metres, had to be completed, and production ready to start, within one year in order to meet the confectionery selling season of autumn to spring.
Time was not the only challenge. Temperature within a chocolate manufacturing plant is a major consideration in a country such as Poland, where the weather varies from -15 degrees C in winter to 33 degrees C in summer. The air conditioning, refrigeration and heating of the plant were key issues, all of which had to comply with local quality, hygiene, safety and environmental standards. The local community also had to construct water pipes, electrical power lines and telephone lines to the factory, and all were completed on time.
Building a factory is only one step in the implementation of a production facility. It is important to consider how it will operate, what production techniques it will use and what products it will manufacture. Cadbury Schweppes formed a technical team to design, engineer and procure all of the process plant and machinery required for the manufacture of the chosen product range. Also required is a team of company experts who specialise in the business of making chocolate and who understand the technical complexities of making quality products. Just as there are challenges in building a factory in an unfamiliar country, so there are challenges in filling all of the jobs necessary to run that factory.
A recruitment strategy had to be designed to meet those challenges: Should Cadbury Schweppes transfer expatriates to Poland? If so, how would they cope with the language barrier and the fact that there were no local English-speaking schools for expatriates’ children to attend? Could quality local candidates be found? If not, would potential managers relocate to Wroclaw from Warsaw and other major cities? How important was experience within Cadbury Schweppes versus knowledge of the Polish market? Cadbury Schweppes’ human resource management strategy for the Polish project was to identify local candidates wherever possible. This would give Polish individuals a sense of freedom to manage their business within a familiar environment and according to local needs, supported by resources and experience from other parts of the Cadbury Schweppes global company.
However, there was a known shortage of experience locally, particularly in the finance and marketing functions, so the company anticipated that it would need to have a fair amount of expatriate involvement, particularly in the early stages of getting the Polish business operational.
A multi-disciplinary team was formed to:
• identify the key management roles to be filled within the Polish operation
• devise a recruitment plan to attract the best quality candidates
• prepare an induction and training process for new employees.
A structure for the top management team was devised. Job descriptions were then written for the key management roles. To do this, decisions about the degree of functional expertise required had to be traded off against knowledge of Cadbury Schweppes and its operations, local Polish experience and general ‘know-how’.
A recruitment consultancy was then chosen to identify a shortlist of candidates for the key positions. The consultancy used a combination of headhunting (where candidates are approached on a company’s behalf) and job advertisements in Poland and the UK. Bearing in mind that Cadbury Schweppes was new to Central and Eastern Europe, this was very much a learning process for the team members concerned, as they knew little about Polish recruitment practice or what to expect in terms of quality and experience of candidates.
Some interviews were conducted via an interpreter, which added another level of complexity to assessing candidates. And, before making offers of employment, research was carried out to determine the salary and benefit levels which would attract the best candidates to join the company. The final decisions on recruitment were taken by the European Managing Director and the Managing Director of Cadbury Schweppes’ German company, Piasten, who would be responsible for overseeing the development of the Polish company.
Development of an induction plan ensures that new employees deliver effective work performance as quickly as possible after joining the company. As part of its induction plan for the Polish operation, Cadbury Schweppes brought key Polish employees to the UK to provide an overview of the Group’s global operations, an introduction to the company’s philosophies, values and history and then the confectionery industry and Polish market. The Polish team was also introduced to colleagues established businesses elsewhere in the Group, who would be able to provide information and advice when needed.
In new ventures such as this, there is a real demand for company knowledge and experience, particularly in the early stages of development. Such opportunities are often taken up by existing Cadbury Schweppes managers who are encouraged to move internationally within the Group to gain wider experience, while transferring their knowledge newcomers.
Cadbury Schweppes offers a series of career programmes for junior and senior managers to gain such experience and managers from the Polish business are already moving elsewhere within the Group!
A new business brings many benefits to the local community. One of the benefits derived from this project was that the funds generated by the sale of land to Cadbury Schweppes helped to enable a new school to be built in Kobierzyce.
Another key benefit was that, in an area of high unemployment, local applicants secured many of the factory jobs. Cadbury Schweppes is also committed to actively contribute to the communities in which it operates and to improve the environment in which people live and work. Its operating units support community activity through locally targeted programmes throughout the world. This may include financial support, commercial sponsorship and the provision of local facilities.
Question 1: Building a factory is only one step in the implementation of a___ facility
Select one:
a. operation
b. manufacturing
c. production
d. both a & b
Question 2
Cadbury Schweppes had___ ‘route to market’ options to consider in order to respond to Poland’s market needs
Select one:
a. three
b. four
c. eight
d. six
Question 3
Cadbury Schweppes offers a series of career programmes for__ and senior managers
Select one:
a. senior
b. new joinees
c. junior
d. All of the above
Question 4
Company could have taken a __ approach to develop an early market lead
Select one:
a. wait and watch
b. watch and wait
c. see and wait
d. wait and see
Question 5
Development of an ____ plan ensures that new employees deliver effective work performance
Select one:
a. orientation
b. induction
c. both a & b
d. none of the above
Question 6
Temperature within a chocolate manufacturing plant is a major consideration in a country such as Poland, where the weather varies from -15 degrees C in winter to __degrees C in summer
Select one:
a. 33
b. 42
c. 32
d. 32
Question 7
The consultancy used a combination of headhunting and job advertisements in ___and the UK
Select one:
a. Poland
b. Europe
c. Hongkong
d. Germnay
Question 8
The decision to develop a greenfield site at Kobierzyce, near Wroclaw in south west Poland, was based on a number of criteria:
Select one:
a. overall cost
b. geographical location
c. climatic conditions
d. All of the above
Question 9
The final decisions on recruitment were taken by the___ and the Managing Director of Cadbury Schweppes’ German company, Piasten.
Select one:
a. Managing Director
b. European Managing Director
c. Manager
d. All of the above
Question 10
These rapidly changing political, economic and social factors were key influences in __Schweppes’decision to enter Poland’s developing market.
Select one:
a. Dairy milk
b. Schmittens
c. both a & b
d. Cadbury
10/10
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2nd Module Assessment
Case Study
A UNISON case study
UNISON is Britain and Europe’s biggest public sector trade union, representing more than 1.3 million members working in public services. Job roles they represent in the public sector include, for example:
• librarians
• Human Resources, IT and finance workers
• teaching assistants and early years nursery staff
• secretaries
• cleaners, caretakers and school meals supervisors
• care workers, social workers and nurses.
UNISON campaigns on a variety of issues relevant to its members. Currently, it is running the Migrant Workers Participation Project. This campaign focuses on the issues faced by migrant workers in the UK. Migrant workers are employees who have moved from overseas to the UK to find work. They form an important and growing part of the workforce in both the private sector and public sector.
These workers are at particular risk of being exploited in the workplace. This may be due to lack of knowledge of their rights, their limited command of the English language and the fact that they are often reluctant to complain about their treatment by employers. They may also be exploited because of racist attitudes. UNISON believes that the best way of preventing exploitation is through trade union representation in the workplace. One of the objectives of the current UNISON campaign is to increase the number of migrant workers who are part of the union.
When making decisions, a business needs to take account of internal and external factors:
• Internal factors are ones that are within its control. Examples include how many staff the business employs, the number of machines it uses and how much money owners choose to invest in the business.
• External factors are those that are outside of its control. These may be direct or indirect influences. Direct influences include suppliers, customers and competitors. Indirect influences include legislation, the economy or technology.
These external influences are summarised by the mnemonic PEST. This stands for Political, Economic, Social and Technological influences.
UNISON looks at a range of issues to assess the external factors it needs to take account of when considering the needs of its members. UNISON considered these factors when setting its aims and objectivesfor protecting the rights of migrant workers. An understanding of many external factors helped it to decide which strategies and tactics were best for achieving these objectives.
Political factors include government policies, legislation and foreign influences, particularly from the European Union (EU). Several political factors surround the issue of immigration. Legislation on immigration comes both from the UK government and from the EU. For example, workers from all EU countries, except Romania and Bulgaria, have the right to live and work in the UK. Since the expansion of the EU in 2004, around 700,000 Polish workers have registered to work in the UK, boosting the UK workforce, enabling the economy to expand.
Immigration is an emotive issue, which often generates sensational headlines in tabloid newspapers. These include allegations that migrant workers ‘take’ British jobs or that they ‘undercut’ pay levels, working for less than British workers. The data available does not support these allegations. UNISON believes that if migrant workers are part of a trade union membership and can benefit from properly negotiated pay rates, this type of misinformation will not arise.
As part of its campaign, UNISON aims to dispel the negative views on migration. Migrant workers play an extremely important role in providing many needed services. This provision would not be possible without migrant workers. Government statistics prove that the overall effects of net migration into the UK have been positive for UK businesses and the economy.
In areas of high migrant populations, there are greater pressures due to, for example, insufficient housing and health provision. The migrant workers population is not evenly spread across the UK – the majority of migrants are in London and the South East, according to government statistics.
In addition, because of the short-term nature of much of the work, the pattern of migrant workers is not easy to track. Government and local authorities need to be able to invest in services sufficiently quickly to meet the demand. It is important to understand that the same pressures on services would occur if large numbers of UK workers suddenly moved to an area.
One of the most important political factors in UNISON’s external environment is employment legislation. UNISON aims to ensure that these laws meet the needs of workers by lobbying the government when it feels the law needs changing. In a recent report, the Trade Union Congress (TUC) found that many employers were ignoring employment law. Some companies were not paying their workers the minimum wage, while others forced workers to work longer than legally permitted under the working time directive. It can be very difficult for migrant workers to get legal advice when they have problems at work. This is partly due to language barriers. Many also fear losing their jobs if they complain.
Like other low-paid workers, they rely on legal advice, paid for by the government through legal aid. Reduced funding for legal aid and for immigration advice in particular has resulted in fewer solicitors taking on legal aid cases. Many migrant workers seeking help have been turned away. As a result, UNISON has put in place legal advice and information services to help migrant workers understand their rights
Most migrants come to the UK from countries that are less economically developed. They can earn a better wage in the UK than in their home country. For example, the average monthly salary in the UK in 2007 was almost £2,500 whereas in Poland it was £500. This difference in wages allows the migrants to enjoy an improved standard of living. The migrant workers are also able to send money back to their families who remain in their home countries.
However, as well as the economic benefits migrant workers receive themselves, they are also an important part of the UK economy, both in public and private sectors. According to government figures, the working output of new migration adds 0.5% to the country’s Gross Domestic Product (GDP). In 2006, this was equivalent to adding an extra £6 billion to the economy.
One of the reasons why migration improves the economy is that it increases the size of the total labour market. Migrant workers to the UK replenish a decreasing workforce. In 2006, 400,000 people left the UK and 590,000 people arrived, 157,000 of these came to study. Migrant workers fill several areas of the labour market where there are skills shortages or they do jobs that people in the UK do not want to do because the working conditions may be poor or wages low. Often migrant workers are ‘de-skilled’ because they take work in different industries at a lower skill level than the one for which they are qualified. These industries include agriculture, hospitality and food packing.
Many business leaders express the view that migrant workers often have a more positive work ethic than domestic workers. Employing workers who not only have the necessary skills but who are also keen to work allows many businesses to achieve a competitiveadvantage. UNISON recognises the benefits to the economy that migrants bring. It has worked hard to ensure that workers receive fair pay and valid career opportunities to keep attracting migrant workers to the UK.
A number of social factors have increased the flow of workers into the UK. Many migrants moved to the UK to improve their standard of living. Social factors in the UK also contribute to the demand for migrant workers in the UK. The UK has an ageing population. Without immigration, the labour force would be shrinking. As a result, there is a smaller labour force supporting the growing population of retired workers. This is forecast to get worse over the next 20 years. There are also specific vocational areas where the UK has a skills shortage. For example, 16% of all care workers are migrant workers. These workers are skilled workers who have trained in their home nations. Without them, the range of care provision would be less.
Many social issues may affect migrant workers whilst they are in the UK. For example, UNISON is aware that many migrant workers have difficulty communicating in English. This creates problems with understanding important documents such as contracts of employment, company rules and notices. Migrant workers are often unaware of their rights in the workplace.
The language barrier also affects migrants outside the workplace. It causes difficulties in shops, accessing housing and education and understanding the welfare system. Not being able to understand cultural issues such as behaviour and customs is another big factor. Together these problems make many migrant workers feel socially excluded from English-speaking co-workers.
UNISON has helped many migrant workers overcome these issues in different ways:
• It produces workers’ rights leaflets in 11 different languages.
• It also works with community groups like the ONNS (Overseas Network of Nurses in Scotland). These groups provide advice and social communities for overseas workers.
• UNISON has provided information on welfare and tax so workers can understand what they need to pay and any benefits they can receive.
• Recently it has developed a dedicated migrant workers” section on its website where key information is available in a range of languages.
• It is also running ESOL (English for Speakers of Other Languages) courses to help migrant members learn English.
As part of UNISON’s bargaining agenda, it is seeking to make employers aware of the issues that are important to migrant workers. For example, it wants employers to print health and safety rules in other languages and to provide migrant workers with a welcome pack that gives information about local services and sources of information. It also aims to persuade employers to provide paid time off and pay course costs for workers attending language courses. Because migrant workers are better able to identify the bargaining issues that are important to them, UNISON believes it is important for them to be members and actively involved in the union.
Changes in technology, including a rise in automation in the workplace and the development of the internet, have transformed the way in which many businesses work:
• Automation of production processes in factories means less-skilled workers are needed.
• The internet has opened up a need for information processing in purchasing and data management areas, for example, in online shopping. Many migrant graduates have come to fill these more specialised vacancies.
• The biggest technological factor affecting migration has been the increased availability and reduced cost of transport. Over 75% of migrants fly into the UK, most using budget airlines.
• Advances in online money transfers enable migrant workers to send money home easily and securely. This makes them more willing to migrate.A United Nations statistic shows that migrant workers send home over twice the amount given in international aid to developing countries.
• Improvements in telecommunications have made it easier for potential migrants to discover what job opportunities are available. Through online chat rooms, they gain information and advice from other migrants from their own country and can keep in contact with friends and family in their home countries.
UNISON’s website is an important means of communicating with members. For example, it has welfare pages providing migrants with information about the benefits they can receive. The site provides access to leaflets in a range of different languages. These give advice on their rights at work and information about health and safety. This greatly improves the livelihood and work experience of UNISON members.
UNISON aims to improve the working lives of migrant workers by increasing their level of trade union representation.
PEST analysis is a useful tool for analysing the external environment surrounding migrant workers. It also helps to identify and understand the reasons why migrants come to the UK and the issues they face. UNISON has worked hard to raise awareness of the economic benefits migrant workers bring to the UK economy.
UNISON greatly supports migrant workers. It has provided them with a range of advice and assistance. This has made it easier for them to settle in the workplace.
UNISON has an ongoing role in persuading employers and the government to implement policies to benefit migrant workers. This has enabled the UK economy to benefit from the increasing number of workers migrating here. Migrants provide an increasingly skilled workforce necessary to maintain the growing number of services demanded by the UK’s growing economy.
Question 1: ESOL stands for English for __ of Other Languages
Select one:
a. Speakers
b. Speak
c. skilled
d. support
Question 2
Improvements in ___ have made it easier for potential migrants to discover what job opportunities are available.
Select one:
a. Media
b. telecommunications
c. Technology
d. Infrastructure
Question 3
Migrant workers are employees who have moved from overseas to___ the to find work
Select one:
a. US
b. London
c. UK
d. Honkong
Question 4
migrant workers are ____because they take work in different industries at a lower skill level than the one for which they are qualified
Select one:
a. de-skilled
b. unskilled
c. skilled
d. unemployed
Question 5
One of the objectives of the current UNISON campaign is to increase the number of ___workers who are part of the union
Select one:
a. migrant
b. actual
c. unskilled
d. both b & c
Question 6
Over___ of migrants fly into the UK, most using budget airlines.
Select one:
a. 78%
b. 74%
c. 74.60%
d. 75%
Question 7
PEST stands for Political, Economic, Social and ___
Select one:
a. Tactics
b. Time
c. Both a & b
d. Technological influences.
Question 8
PEST analysis is a useful tool for analysing___ the environment surrounding migrant workers.
Select one:
a. Internal
b. external
c. Both a & b
d. all of the above
Question 9
UNISON greatly supports ___workers
Select one:
a. uskilled
b. semi-skilled
c. migrant
d. US
Question 10
UNISON is Britain and Europe’s biggest public sector ____
Select one:
a. Union
b. trade union
c. Both a & b
d. None of the above
10/10
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3rd Module Assessment
Case Study
In September 2015, US-based Nike, Inc. the world’s leading designer, marketer, and distributor of athletic footwear, apparel, equipment, and accessories, announced that the sales of its footwear in Greater China had increased by 36% and that of its apparel by 22% during the quarter ending August 2015. The news sent Nike’s stock surging by 9%. Orders scheduled for delivery between September 2015 and January 2016 grew by 30% in China.
Nike projected that its Greater China business would grow at an average of 15% a year to achieve sales of US$ 6.5 billion by 2020 while its global sales would reach US$ 50 billion. Experts said that with the Chinese government mandating sports as a growth category, Nike was all set to grow further in the market. The news of Nike performing well in a country that was undergoing macroeconomic changes and where several other companies were reporting declining revenues came as a surprise to the industry experts…
Nike was founded by a track athlete, Philip Knight (Philip), and a track coach at the University of Oregon, Bill Bowerman (Bill) in 1964. In 1957, Philip was studying at the University of Oregon and it was here that he met Bill who was the athletics coach. Philip and Bill realized the need for a low cost but good quality running shoe. At that time, leading track shoes were being produced by European companies. These shoes were made of leather, had very bad cushioning, and used steel spikes for traction. Philip and Bill started to design shoes that were lighter, better padded, and featured waffle like patterns in their rubber soles. These models didn’t see much commercial success. Later, when Philip was doing his MBA at Stanford University, he did a marketing research dissertation on the US shoe manufacturing industry.
He proposed in his dissertation that low cost, high quality running shoes could be imported from Asian countries like Japan, where labor was cheaper, and sold in markets like the US. Philip was confident that cheaper shoes that were of good quality would be highly successful in the US market and could end the domination of German companies in the industry…
Philip had always thought China was a market which held huge potential for Nike. In the 1970s, when Nike started a subsidiary in Taiwan, it was given Nike’s original name ‘Blue Ribbon Sports’. This was because Philip was not keen on using the name Nike in Taiwan, as China considered Taiwan to be a renegade province.
Nike started manufacturing in China during the 1970s. Philip visited China in 1980, when the country was emerging out of the Cultural Revolution. At that time, Nike’s sales were US$ 150 million and the company was all set to go in for an IPO. At that time, China had not yet become the manufacturing hub for the world and was nowhere close to becoming the fastest growing market in the world. Philip, however, felt that China offered several opportunities, with its low wages and talented manpower. He was of the view that with some up gradation, the factories would be able to produce what Nike wanted. Within a year he started negotiating with the Chinese Communist party. At that time, the government was moving slowly toward economic liberalization. Deng Xiaoping, who succeeded Mao Zedong was looking at doubling China’s GDP by the end of the 1980s…
NIKE FOR CHINESE
Nike’s consumer presence in China started in the 1980s. In 1981, it opened a small marketing office in the country with six employees. It started to make its presence felt in the market by sponsoring several sports related events, including professional leagues. Nike launched professional sporting leagues, and was instrumental in building the American ‘streetball’ culture in China…
NIKE GROWS WITH CHINA
In 2000, top officials of Nike China met to decide on their strategy for the Olympic Games of 2008. At that point, Beijing was competing with other cities – Toronto, Paris, Istanbul, and Osaka – to host the Games. Earlier, Beijing had lost out to Sydney in its bid to host the 2000 Games, and the Chinese government was determined to succeed this time around. This required the International Olympic Committee to select a host city. Each member of the IOC had one vote. The members voted for the cities and several rounds were conducted until one city received a majority of the votes (The city that received minimum votes in each round was eliminated)….
THE FALL
After the Olympic Games of 2008, there was a growing demand for athletic gear and athletic footwear. Several brands invested heavily anticipating high sales, but the demand was short lived, and several companies were forced to close down their stores. ..
THE REJIG
In 2013, Nike adopted the ‘Reset’ strategy in China in order to achieve profitable and sustainable growth and reposition the brand in the market. Under this strategy, Nike applied the insights it had gained from the ‘Category offense’ strategy it had used in the North American market in the Chinese market. This was a part of Nike’s plan to translate its key strategies into locally relevant executions. ..
LOOKING AHEAD
Experts said Nike had managed to turn its fortunes around by repositioning itself as a high-end brand targeting the upper middle class, instead of a mass market brand. They said with the changes in the Chinese economy, those companies that catered to the mass market were struggling, whereas high-end products were gaining ground by finding acceptance among the consumers.
Question 1: Each member of the IOC had ___ vote
Select one:
a. two
b. three
c. one
d. five
Question 2
Nike adopted the___ strategy in China in order to achieve profitable and sustainable growth and reposition the brand in the market
Select one:
a. Market
b. Corporate
c. Reset
d. Niche
Question 3
Nike applied the insights it had gained from the ___ strategy
Select one:
a. insight
b. niche
c. both a & b
d. Category offense
Question 4
Nike had managed to turn its fortunes around by repositioning itself as a high-end brand targeting the____instead of a mass market brand.
Select one:
a. Lower class
b. Middle class
c. Both a & b
d. upper middle class
Question 5
Nike projected that its Greater China business would grow to achieve sales of US$ 6.5 billion by __
Select one:
a. 2020
b. 2021
c. 2022
d. 2023
Question 6
Nike projected that its Greater China business would grow at an average of __a year
Select one:
a. 14%
b. 12%
c. 15%
d. 17%
Question 7
Nike started a subsidiary in Taiwan, it was given Nike’s original name __
Select one:
a. Blue Ribbon Sports
b. Blue bells
c. Yellow ribbons
d. Red ribbon sports
Question 8
Nike was founded by Philip Knight and ___ in 1964.
Select one:
a. Bill jones
b. Bill Bowerman
c. John Davidson
d. Philip stewart
Question 9
Nike’s consumer presence in China started in the __
Select one:
a. 1980
b. 1985
c. 1987
d. 1982
Question 10
Nike’s sales were US$ 150 million and the company was all set to go in for an ___
Select one:
a. OPI
b. IPO.
c. IRO
d. RIO
10/10
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4th Module Assessment
Case Study
Lenovo : Challenger to Leader
Beijing-based multinational technology giant, Lenovo Group Limited (Lenovo), recorded a market share of 16.7 percent in the global personal computer (PC) market in the first quarter (Q1) ended June 30, 2013, emerging as the clear leader in the market, according to both International Data Corporation (IDC) and Gartner Inc. (Gartner). While IDC said that Lenovo had recorded a growth of 15 percent from the Q1 of 2012, Gartner put the growth from Q1 of 2012 at 14.9 percent. Experts said this was the first time that both IDC and Gartner had given the top spot to Lenovo.Founded in 1984 as Legend Holdings Limited, Lenovo sold computer products of branded PC makers such as Dell Inc. (Dell), Hewlett-Packard (HP), and Compaq Computer Corporation in its initial years.
Sensing the potential in the lucrative Chinese PC market, the company started selling its own brand of desktop PCs in 1990 and emerged as the leader in the Chinese PC market in 1996. In 2005, the company acquired the PC division of US-based multinational technology giant, International Business Machine (IBM). This gave the Lenovo brand global recognition in addition to making it the third largest PC maker in the world by volume behind HP and Dell. For the financial year (FY) ended March 31, 2013, Lenovo recorded sales of US$ 34 billion, a Year on Year (YoY) increase of 15 percent.
The history of Lenovo dates back to 1984 when it was started as New Technology Developer Inc., the predecessor of the Legend Group Ltd. (Legend) by Founder and Chairman, Liu Chuanzhi (Chuanzhi) along with ten colleagues at the government-owned Computing Institute of the Chinese Academy of Sciences (CAS) with US$ 25000 in cash. The company was started with the aim of commercializing the research and development (R&D) activities conducted at CAS.
In 1985, as its first business deal, the company took over the responsibility of receiving, checking, and maintaining IBM computers imported by CAS and training the staff of the CAS.
The company invested its profits of US$ 146,583 it received from servicing the IBM computers into the design, production, and marketing of its first product – the Chinese character card – HanCard. The Chinese character card that translated English operating software into Chinese characteristics was based on the original concept developed by the Institute of Computer Technology (ICT) of CAS. At that time, foreign vendors could not come out with such an operating system for PCs in China. The successful launch of the Chinese card boosted Lenovo’s growth in the early 1990s
Globalization Strategies
Lenovo believed that in order to become a global brand, it was not enough to just be identified as a global firm. Establishing a presence in more developed and highly globalized areas such as the US and Europe was essential for Lenovo’s overall strategy. During this time, in 2002, the Chinese government announced its ‘go global’ policy. This policy encouraged Chinese companies that had the capability and expertise to expand abroad.
Lenovo was quick to respond to this government initiative. However, the company soon realized challenges to its global expansion: it did not have a brand name that was recognizable worldwide, a strong presence in the world market, or the human talent to run and manage a global company.
Ruling The China Market
In the 1990s, Lenovo was the first company to introduce the home computer concept in China and grew into a national company cornering a market share of 27 percent in the domestic market. Lenovo’s competency stood in its deep understanding of the domestic market and quick response to local demands of the consumers……..
Protect And Attack Strategy
Despite ruling the Chinese PC market, Lenovo suffered a setback due to the global economic slowdown in mid-2008 which led to Lenovo posting a loss of US$ 226 million. During this time, the company’s CEO William Amelio stepped down in favor of Yuanqing, who took over as CEO, while Chuanzhi returned assuming the role of Chairman
The company’s Protect and Attack strategy started reaping benefits in 2010. The company said that for the FY ended March 2011, its profits had risen to US$ 273 million from US$ 129.4 million in 2010. The company’s global sales also increased by 30 percent to US$ 21.6 billion during the same period. While China contributed to 46.4 percent of its sales, or US$ 10 billion, other emerging markets contributed 17.9 percent, or US$ 3.9 billion. ……
According to a survey in 2009 by Shaun Rein, head of China Market Research Group, on Chinese consumers’ brand perceptions, “Five years ago, consumer satisfaction rates of Lenovo were extremely high–consumers felt proud that China had a global brand in consumer electronics that they felt was better than Dell and HP and closer to the Chinese consumer.” But as Lenovo neglected the Chinese market to focus on other markets from 2006-2009, domestic consumer satisfaction rates began to decline……
In April 2013, Lenovo restructured itself into two business groups – Lenovo Business Group and Think Business Group –in a bid to target mainstream (PC, laptop, and tablet) and high-end segments respectively. According to Yuanqing, the restructuring aimed at streamlining operations and management to better fit the company’s expanding business worldwide. The company positioned the Think brand to compete against Apple and planned to open fancy showrooms like Apple’s.
Question 1: CAS stands for Chinese ___of Sciences
Select one:
a. Association
b. Acquisition
c. both a & b
d. Academy
Question 2
CEO of Lenevo ___
Select one:
a. Ynaguin
b. Yuanging
c. Yuanhiqng
d. Yuanqing
Question 3
in 2002, the Chinese government announced its ___ policy
Select one:
a. Economic
b. Technological
c. go global
d. Both a & c
Question 4
In 2005, the company acquired the PC division of US-based multinational technology giant ___
Select one:
a. TCS
b. Japan
c. International Business Machine (IBM)
d. None of the above
Question 5
Lenovo restructured itself into two business groups – Lenovo Business Group and ___
Select one:
a. Master group
b. Think Business Group
c. both a & b
d. None of the above
Question 6
Lenovo suffered a setback due to the global ___ in mid-2008
Select one:
a. Approach
b. economic slowdown
c. Policy
d. Strategy
Question 7
Lenovo was the first company to introduce the home computer concept in __
Select one:
a. China
b. Japan
c. Singapore
d. Poland
Question 8
The Chinese character card was based on the original concept developed by the ___of CAS
Select one:
a. Institute of Computer Technology (ICT)
b. Government
c. both a & b
d. All of the above
Question 9
The company positioned the Think brand to compete against ___
Select one:
a. Dell
b. HP
c. Apple
d. All of the above
Question 10
The successful launch of the Chinese card boosted Lenovo’s growth in the early ___
Select one:
a. 1990
b. 1998
c. 1894
d. 1992
10/10
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5th Module Assessment
Case Study
Aldi in the UK: Cost Leadership through Operational Excellence
In September 2014, Germany-based discount retailer Aldi announced that its pre-tax profit in the UK and Ireland had increased by 65 percent in 2013 from the £157.9 million it had registered in 2012. Aldi’s share in the retail segment in the UK was 4.8% as of April 2104 and its growing clout was a cause for concern for the ‘Big Four’ retailers – Tesco , Sainsbury’s , Morrisons , and Asda . In addition, Aldi also announced that it would increase its number of stores in the country to about 1,000 by 2022 from 500 in 2014.
Experts said that move was likely to increase the competition further. According to Lloyd Harris, Professor of Marketing, Warwick Business School, “Could the results of Aldi reflect the start of a slow demise for the Big Four? It might just be…If the market trends continue, the Big Four food¬retailers are going to find themselves squeezed.” Aldi was known for its distinctive business practices and was considered a pioneer in discount retailing in Germany. It was the third most respected corporate brand in Germany behind BMW and Siemens.
It operated in several countries in Europe and entered the UK in 1990. Aldi struggled in its initial years in the UK. However, it stuck to its goal of ‘providing customers with the products they buy regularly and ensure that those products are of the highest possible quality at guaranteed low prices’. It started attracting middleclass shoppers in the UK by offering better products at a lower price. The shoppers from the Big Four and other retailers also gradually shifted toward discount retailers, and the basket size of the shoppers went on increasing. The popularity of the chain increased during recession, specifically among the middle class shoppers who were looking for good quality products at affordable prices. …….
Based in Germany, Albrecht Discount, abbreviated as Aldi, evolved over the years from a small grocery store into a leading super market retail chain. It was founded by two brothers, Karl Albrecht (Karl) and Theo Albrecht (Theo). Their father, a miner, had to give up his job owing to ill health. In 1913, their mother started a food store in their family home in Schonnebeck area, Essen, Germany, in order to meet the family’s needs.
The brothers were a part of the Wehrmacht (unified armed forces of Germany) and took part in World War II, during which they were taken prisoner of war. After they returned from the prisoner-of-war camps they found that their mother’s store was among the few remaining structures that had survived the bombings in Essen city, which was razed during the war. The brothers took over the store.
There was a swift growth in their business after that and the two started opening stores across the city selling milk, bread, butter, and other necessary items. The brothers kept the operation of the stores very simple with an uncomplicated layout, limited range of goods in stock, and no extra services. The prices they charged were thus also lower. Albrecht Discount Company was incorporated in the year 1948 and had about 13 stores operating in the Ruhr area. The store’s figures kept escalating to reach 50 stores in 1954…..
Strategies In The UK
Aldi entered the UK in 1990 and opened its first store at Birmingham. At that time, consumers in the UK were not used to shopping at discount stores, which offered a small range of goods (mostly own-brands or private labels). Aldi’s strategy in the UK was to target the gap in the lower segment of the market and compete with discount retailers like Kwik Save. In the UK, as in the other markets, Aldi operated on the principles of standardization, simplicity, and continuous improvement.
Aldi continued with its model of providing high-quality, exclusive products at the lowest possible prices, and maintaining a limited range of products in the UK too. According to company insiders, Aldi managed without budgets and targets. The products to be stocked in a store were not decided by the central marketing department, as was the case with most of the top retailers. Instead, Aldi started new stores with some of the basic products that consumers would need and stocked them on a trial basis. It then took about a year to finalize the list of products.
Unique Business Model Of Aldi
Each Aldi store occupied around 1,000 sq. meters. The stores were located in areas on the edge of town with good visibility. For opening a store, Aldi needed the population of that area to be around 30,000. It ensured that the store was well connected to the public transport and a number of parking spaces were available at the store.The layout was simple to provide a quick and convenient shopping experience. The checkouts were spacious. All the products had bar codes at three places to enable faster scanning and billing. A double guarantee was offered on all Aldi products and the customers could easily get refunds along with a free replacement for their purchases at the stores. Shoppers were encouraged to bring their own shopping bags. ………
The Road Ahead
Summing up Aldi’s strategy in the UK, Roman Heini, group managing director of Aldi UK, said, “We keep prices constantly low while keeping product quality consistently high, which is exactly what shoppers want. They had become used to thinking you have to pay more for better products. We’ve shown them this doesn’t have to be the case. We work efficiently and responsibly to reduce operational costs. Rather than use these savings to boost margins, we lower prices at the checkout. Shoppers appreciate this and know that, while they’re paying less at Aldi, they’re getting much more for their money.
Question 1: Albrecht Discount Company was incorporated in the year ___
Select one:
a. 1945
b. 1948
c. 1956
d. 1957
Question 2
Aldi entered the UK in 1990 and opened its first store at ___
Select one:
a. Birmingham
b. UK
c. Poland
d. Brazil
Question 3
Aldi needed the population of that area to be around __
Select one:
a. 320000
b. 30,000.00
c. 31000
d. 350000
Question 4
Aldi operated on the principles of standardization, simplicity, and ___
Select one:
a. continuous improvement.
b. Improvemnet
c. Motivation
d. Involvemnet
Question 5
Aldi was known for its distinctive ___
Select one:
a. Features
b. Strategy
c. business practices
d. Policies
Question 6
Aldi’s share in the retail segment in the UK was -__ as of April 2014
Select one:
a. 4.80%
b. 4.90%
c. 4.70%
d. 4.60%
Question 7
Aldi’s strategy in the UK “We keep prices constantly low while keeping product quality consistently___ , which is exactly what shoppers want”
Select one:
a. low
b. medium
c. high
d. none of the above
Question 8
consumers in the UK were not used to shopping at ___
Select one:
a. Stroes
b. discount stores
c. New stores
d. none of the above
Question 9
Shoppers were encouraged to bring their own ____
Select one:
a. bags
b. carriers
c. both a & b
d. shopping bags
Question 10
__was unified armed forces of Germany
Select one:
a. Werhmht
b. Werhtmacht
c. both a & b
d. Wehrmacht
10/10
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Assignment 2
Significant in size with almost 70% of the market. However, with plenty of scope for further product developments and for repeat business. The growth of digital technology has not deterred Agfa and its competitors from bringing out new, improved products for use with ‘old’ technology.
• The real difference between analogue and digital lies in how images are recorded and processed. Analogue photography uses traditional cameras to expose silver-halide film. This still remains the most widely used way to capture images. Customers are well served with a variety of excellent products, from traditional slide and print films to Advanced Photo Systems (APS) films and single-use cameras with enhanced capability.
• Compared with digital systems, recent analogue advances are ‘low tech’, but so too is their cost. Image quality is excellent, and represents optimum value. The technology can also be applied widely; even single-use cameras take good pictures. However, analogue images cannot be viewed instantly, take time to enlarge or reduce and are on prints or negatives that cannot be re-used. Negatives need optimum storage conditions to remain in good condition long term. The chemicals used in processing also raise some environmental issues. Digital technology represents a genuine advance because it removes many of these difficulties.
• Digital images
• Digital images are based upon a grid or matrix. They vary in the quality of their resolution, which is expressed in pixels or dots per inch (dpi) or millimetre. The higher the resolution, the better the picture, and the more expensive the equipment producing it.
• There is a wide range of affordable digital cameras on the market now, offering varying levels of quality, capabilities and prices. There are also thousands of commercially available CD-ROMs offering images, graphics and more, all at different quality, sophistication and price levels. Consumers can also turn to the Internet, where millions of images are available for downloading to a PC.
• Digital offers some real advantages. Images are held in a digital file and are available for use immediately. They can be transferred immediately from camera to PC, where they can be compressed, amended, altered and despatched using e-mail, fast ISDN lines and the internet. They can be downloaded and printed or transferred to CDs using recently developed copying equipment that retains image quality at a high level.
• Consumers can take CDs to an Agfa Image Center where the quality, format and resolution can be chosen. Digital images have transformed access, ease of use and transmission of images to provide a flexible series of solutions for customer needs. With instantaneous image capture, digital images require only minimal storage facilities. Images can also be manipulated and altered and only the chosen images need to be put into print format.
• However, at the present stage of development, really high quality digitally produced images do not come cheap; the equipment required is expensive. Professional users face high set-up costs, but in industries where speed, quality, and flexibility in use really matter, the price is worth paying. Imaging is an industry where copyright is jealously guarded, and ease of transfer brings with it problems of security and copyright protection. Digital files can also be lost or become corrupted, so some form of back-up is vital. Agfa is aware of these additional consumer and business needs and continues to work on ways of meeting them.
• The imaging industry now has two main product markets: analogue and digital. Each product has strengths and weaknesses, the importance of which varies according to customer needs and requirements.
• There remains a need for both analogue and digital imaging, depending upon the requirements of client groups. For example, during construction, gas and oil pipelines need their joints X-rayed with periodical follow-up checks so that cracks and defects can be detected. This is a job for tried and tested analogue systems.
On the other hand, digital technologies have helped to transform the work of hospital radiologists. For example, a software package developed by Agfa called MUSICA (Multiscale Image Contrast Amplification) enables radiologists to manipulate X-ray images in various ways. Edges can be sharpened up to reveal key details, and images can be rotated to offer alternative perspectives. Users can zoom in on details, and select and sort images in a search for recurring patterns. Images can be shared across a number of hospital workstations and can also be transmitted for immediate expert analysis elsewhere.
The best investment programmes are supported by painstaking research: market research into what consumers require and product research to establish what the new technology can and cannot do for them. Agfa is at the heart of changes in imaging brought about by new technology. It is leading. It is also listening and learning. In a highly competitive industry, Agfa’s thorough approach is enabling it to retain important competitive advantages over its closest and fiercest rival
Question 1: Agfa’s operations involve a high level of ___
Select one:
a. Creativity
b. Uniqueness
c. innovation
d. authenticity
Question 2
Consumers can take CDs to an Agfa Image Center where the quality, format and ____can be chosen.
Select one:
a. resolution
b. Pattern
c. Both a & b
d. None of the above
Question 3
Digital images are based upon a ____
Select one:
a. grid
b. metrix
c. perception
d. light
Question 4
Digital technologies are changing the way in which people take ___and use images
Select one:
a. Pictures
b. Images
c. Both a & b
d. process
Question 5
Digital technology is transforming __
Select one:
a. newspaper production
b. Education
c. people
d. Communication
Question 6
Negatives need ___ storage conditions to remain in good condition long term
Select one:
a. more
b. less
c. Both a & b
d. optimum
Question 7
The Agfa-Gevaert Group de-velops, produces and distributes an extensive range of analogue and ____
Select one:
a. digital
b. Light rays
c. diode
d. digital imaging systems
Question 8
The best investment programmes are supported by ___ research
Select one:
a. Marketing
b. painstaking
c. Cross-sectional
d. Longitudinal
Question 9
The imaging industry now has two main product markets: ___and digital
Select one:
a. Customer driven
b. analogue
c. Corporate
d. All of the above
Question 10
The real difference between analogue and digital lies in how images are___ and processed
Select one:
a. Looked
b. recorded
c. Seen
d. both a & b
10/10
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