Zara is a Spanish fashion clothing manufacturer and retailer, formed in the 1970’s It is known that only two weeks are required for Zara to complete the development and shipment of a new product to its stores, which outweighs the average of fashion industry of six months, thanks to the collaborative relationship with customers and suppliers. Zara mainly targets on young and urban female customers and acceptable prices are offered. There are always new products in Zara stores. Even though usually Zara stores are spacious but the stock is displayed in limited quantity. This kind of strategy gives customers a sense of originality and exclusivity. Most of the stores display clothes only when they have a full set of major sizes, so customers would not be upset to find out that the needed size is not available. As shoppers enter the stores, reaction between Zara and customers starts with creating Continue reading
Management Case Studies
Management case studies are real-life examples of issues and problems found in particular workplaces or business organisations. Case study assignments give the opportunity to relate theoretical concepts to practical situations. Most case studies are written in such a way that the reader takes the place of the manager whose responsibility is to make decisions to help solve the problem. In almost all case studies, a decision must be made, although that decision might be to leave the situation as it is and do nothing.
Case Study on Ad Campaign for Bharti AirTel: “Express Yourself”
Bharti-Airtel Groups, with a customer base of more than 121million subscriber, form the largest cellular service provider of India. The Bharti group is now the world’s third-largest, single-country mobile operator and sixth-largest integrated telecom operator. The groups cater the mobile service in India under the brand name of Airtel and are headed by Sunil Bharti Mittal, He is termed as the Indian Telecom Mogul because of his largest telecom service provider in India. He is the chairman and the managing director of the Bharti Groups. The company has a turnover of US$ 12 billion. The businesses at Bharti Airtel have always been structured into three individual strategic business units (SBU’s) – Mobile Services, Airtel Telemedia Services & Enterprise Services. The Company has a market share of around 24.6% of the whole chunk of the mobile subscriber in India followed by Reliance Communication with 17.7% and Vodafone by 17.4%. Airtel has Continue reading
Brand Case Study: De Beers,Volkswagen and Nokia
DEBEERS The market for diamonds has never been characterized by free, dynamic and open competition. Everything about diamond industry is manipulated: supply, pricing, processing and retailing. The leader of the diamond industry is De Beers, a company that produces half of the world’s high-quality diamonds. This case explores the impact of marketing on the diamond market and how it helped to shape the public perception of diamonds as a desirable gift over the course of the 20th century. De Beers ‘Diamonds are Forever’ advertising campaign, which started in the 1940s, was to become one of the most effective of the 20th century. It enabled De Beers to manipulate demand as well as supply. With the help of their agency, they created a mindset, which later swept the world, in which diamonds came to be perceived, not simply as precious gems (of which there are many) that could be traded according Continue reading
Case Study: FERA Violations by ITC
ITC was started by UK-based tobacco major BAT (British American Tobacco). It was called the Peninsular Tobacco Company, for cigarette manufacturing, tobacco procurement and processing activities. In 1910, it set up a full-fledged sales organization named the Imperial Tobacco Company of India Limited. To cope with the growing demand, BAT set up another cigarette manufacturing unit in Bangalore in 1912. To handle the raw material (tobacco leaf) requirements, a new company called Indian Leaf Tobacco Company (ILTC) was incorporated in July 1912. By 1919, BAT had transferred its holdings in Peninsular and ILTC to Imperial. Following this, Imperial replaced Peninsular as BAT’s main subsidiary in India. By the late 1960s, the Indian government began putting pressure on multinational companies to reduce their holdings. Imperial divested its equity in 1969 through a public offer, which raised the shareholdings of Indian individual and institutional investors from 6.6% to 26%. After this, the Continue reading
Corporate Restructuring Exercises by Procter & Gamble (P&G)
The case discusses the ‘Organization 2005’ program; a six-year long organizational restructuring exercise conducted by the US based Procter & Gamble (P&G), global leader in the fast moving consumer goods industry. The case examines in detail, the important elements of the restructuring program including changing the organizational structure, standardizing the work processes and revamping the corporate culture. The case elaborates on the mistakes committed by Durk Jager, the erstwhile CEO of P&G and examines the reasons as to why Organization 2005 program did not deliver the desired results. Finally, the case discusses how Alan George Lafley, the new CEO, accelerated the initiatives under the Organization 2005 program and revived P&G’s financial performance. Issues Gain insight into the common causes that contribute to steady decline over a period of time in the performance of a large multi-product multi-national company of high repute. Introduction The US based Procter and Gamble (P&G), one Continue reading
Case Study of Cemex: Incorporating IT into Business
Founded in 1906, Cemex is one of Mexico’s few truly multinational companies, with market-leading operations in Mexico, Spain, Venezuela, Costa Rica, Philippines, Panama, Dominican Republic, Egypt, Colombia, and a significant presence in the Caribbean, Indonesia, and the southwest United States. It is the largest cement company in America and one of the three largest cement companies in the world, with revenues of $4.8 billion and close to 65 million metric tons of production. Cemex and its subsidiaries engage in the production, distribution, marketing, and sale of cement, ready-mix concrete, and related materials. Its strategy includes focusing on cement and concrete products, diversifying globally to cushion against volatility in local markets, developing efficient production and distribution processes, using IT to help increase flexibility, improve customer satisfaction, and reduce bureaucracy and excess staffing, and providing training and education for employees. Its state-of-the-art Tepeaca facility supplies one fifth of the Mexican market and Continue reading