of the value chain is referred to as horizontal integration. This form of expansion contrasts with vertical integration by which the firm expands into upstream or downstream activities. Horizontal growth can be achieved by internal expansion or by external expansion through mergers and acquisitions of firms offering similar products and services. A firm may diversify by growing horizontally into unrelated businesses. Some examples of horizontal integration include: * The Standard
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Vertical integration is the process in which several steps in the production and/or distribution of a product or service are controlled by a single company or entity‚ in order to increase that company’s or entity’s power in the marketplace. Simply said‚ every single product that you can think of has a big life cycle. While you might recognize the product with the Brand name printed on it‚ many companies are involved in developing that product. These companies are necessarily not part of the brand
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Firm Reputation and Horizontal Integration∗ Hongbin Cai† Ichiro Obara‡ March 14‚ 2008. Abstract We study effects of horizontal integration on firm reputation. In an environment where customers observe only imperfect signals about firms’ effort/quality choices‚ firms cannot maintain good reputation and earn quality premium forever. Even when firms choose high quality‚ there is always a possibility that a bad signal is observed. Thus‚ firms must give up their quality premium‚ at least temporarily
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Summary: Arauco(A): Forward Integration or Horizontal Expansion. Conclusion There is an obvious need for transformation in this company to protect its debt holders‚ shareholders‚ and employees. Concentrating on products that will have a growing demand such as toilet paper‚ tissue paper‚ and magazine paper would aid in stabilizing the company’s earnings. Having over 50% of revenues derive from pulp sales increases risk of instability. Attempting to first reduce costs and pay outstanding
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CHAPTER 9: THE STRATEGIC GAINS FROM HORIZONTAL INTEGRATION AND DIVERSIFICATION Work‚ itself‚ is not organised as it used to be. Organisations are not now drawn as pyramids of boxes. [They] now have circles and amoeba-like blobs where boxes used to be. It isn’t even clear where the organisation begins and ends‚ with customers‚ suppliers and allied organisations linked into a varying ‘network organisation? Charles Handy‚ The Empty Raincoat (1994) The acid test of competitive success is the ability
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CUPRINS 1. DESCRIEREA GENERALĂ A ACTIVITĂŢII COMPANIEI 1. Descriere generală 2. Istoria Kraft 3. Produsele Kraft 4. Gradul de internaţionalizare Kraft 2. MISIUNEA COMPANIEI 1. Scopul Kraft 2. Premise 3. Valori 4. Direcţii 3. DESCRIEREA ACTIVITĂŢII COMPANIEI 4. PLANURI‚ STRATEGII 1. Analiza SWOT 2. Matricea BCG 3. Strategia Kraft Food România 4. Resurse necesare 5. STRUCTURA ORGANIZAŢIONALĂ A COMPANIEI 1. Departamentul
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International Business – Individual Project KRAFT FOODS INC. KRAFT FOODS MISSION “Our mission is to be North America’s best food & beverage company. Our company has a great heritage that we’re building into and even grater future.” IMPORTANT INFORMATION ABOUT CORPORATE SPIN-OFF On 1 October 2012‚ the former Kraft Foods Inc. changed its name to Mondelēz International Inc. and spun-off some brands into a new company called Kraft Foods Group Inc. Kraft Foods Group focuses on the North American
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people who are closer to the front lines and the consumers to get creative with their ideas‚ Kraft will benefit. These people are more aware of what consumers are looking for and how to get their attention. However‚ I think that it takes a village to make the turnaround that Kraft saw in its Oreo re-branding. There was a series of events that had to come first in order to be successful‚ and it all began with Kraft acquiring Groupe Danone’s global biscuit business. After this‚ some serious market research
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27 28 29 30-31 31 32 33 34 35 36 36 37 37 38 39-40 KRAFT IN INDIA: FUTURE MARKETING STRATEGIES NEW PRODUCTS INNOVATION ACCOUNTING INCOME STATEMENT ANALYSIS BALANCE SHEET ANALYSIS VALUATION DISCOUNTED CASH FLOW (DCF) ANALYSIS CONCLUSION APPENDICES A. NET REVENUE BY OPERATING SEGMENT (2006‚ 2010) B. HISTORY OF MERGERS‚ ACQUISITIONS & NAME CHANGES C. NET REVENUE BY CONSUMER SECTOR (2006‚ 2010) D. 11 $1 BILLION KRAFT BRANDS E. 54 KRAFT BRANDS F. KEY COMPETITOR ANALYSIS G. HISTORY OF NEW PRODUCT
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KRAFT FOODS Prof. R. Mulholland COMM 5306 Introduction to Marketing 2010 Chao Zhang (Richard) Laurentian University 2010-12-1 TABLE OF CONTENTS SECTION | CONTENTS | PAGE | 1 | Executive Summary | 3 | 2 | Problem Statement | 4 | 3 | Situation Analysis | 4 | 3.1 | Objectives and Goals | 4 | 3.2 | Background | 4 | 3.3 | SWOT Analysis | 5 | 3.4 | Market Analysis | 8 | 3.5 | Financial Analysis | 15 | 3.6 | Keys | 18 | 4 | Alternatives and Analysis | 20 | 5 | Recommendations
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