BARILLA CASE REPORT Table of Contents Executive Summary Part 1 Executive Summary Issue Identification Part 2 Fundamental Issues Part 3 Systematic Issues Environmental & Root Cause Analysis Part 4 Qualitative and Quantitative Analysis Alternatives and or Options Part 5 Alternatives Recommendations Part 6 Recommendations Implementation Part 7 Recommendations and Implementation
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Abstract The Barilla SpA case study tackles mainly about its supply chain and the system within it. Starting from the manufacturing of the product up to the distribution and selling of it. JITD‚ a distribution system which might possibly minimize the cost and inventory of the company is being considered to implement in the company’s distribution system to address the fluctuation in their demand. Advantages and disadvantages of JITD were compared. Introduction Barilla SpA is a pasta manufacturing
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March 26‚ 2012 Strictly Private and Confidential Gregory Dalle Director‚ EMEA Mergers & Aquistitions Credit Suisse Securities (Europe) Limited One Cabot Square London E14 4QJ Paul Klepetko Director‚ US Mergers & Aquistitions Credit Suisse Securities (USA) LLC Eleven Madison Avenue New York 10010 3629 NY Final offer for the acquisition of 100% stake in Ansaldo Sistemi Industriali S.p.A. (“ASI” or the “Company”) Dear Mr. Dalle and Mr. Klepetko Thank you for your letter dated
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In the spa industry‚ there are different types of customers to do treatment‚ such as the teenager‚ adult and the senior‚ they have different reasons to use the spa service‚ such as want to do stretching‚ relax‚ reduce pressure‚ etc. And choose them base on their age. For the treatment that is provided‚ it has divided into 6 groups‚ they are hot therapies‚ cold therapies‚ water therapies‚ touch therapies‚ relaxation therapies and exercises. First‚ for the hot therapies‚ its include sauna‚ steam
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ARISE: A Destination-for-a-Day Spa OVERVIEW The ARISE: A Destination-for-a-Day Spa case describes how a spa going through the business development stage is struggling with employee turnover as well as has been operating at a loss for the past two years. ARISE‚ the spa in question‚ was built on the business strategy of differentiation which emphasizes employee-customer relationships. Within these relationships‚ ARISE employees act as Personal Wellness Coaches (PWC) helping clients create “integrated
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children being enticed to feel young and pampered from spas that have specialized in creating specific spas and programs for young children to partake in. At this current time‚ the society should be against child spas because they distracts children from what a youth should really be preparing for and the cost could go towards better options‚ such as‚ education and future college planning. In addition‚ this idea is being expressed in the article “Child Spa” by Paul Rudnick which is stating the public’s obsession
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I. Background The spa market is one of the fastest growing leisure sectors‚ where societal trends and aspirations find instant reflection in the developments on both the demand and supply side. The market is very fragmented‚ each segment catering for different customer needs‚ which continuously change in line with social and lifestyle changes. It is becoming increasingly clear that although the spa industry is growing dramatically‚ there is an increasingly wide divide between the niche‚ specialist
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Positioning • High end spas in the cruise line industry catering to individual customers are concern of using natural organic products. Product Strategy • As the product is 100% organic‚ it creates a niche branding image which actually will speak for the brand of the product itself. Pricing • Price of each product will be more expensive because they are not doing mass production due to retain the freshness of each batch of product. • Low advertising cost where 60% of what customer paid
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Conceptual Literature The worldwide spa industry is worth in the region of US $40 billion and has grown at a phenomenal rate in the past ten years (Haden‚ 2007). The growth of health food‚ gyms and the investment in leisure facilities proves that consumers are looking for more than relaxation during a break or holiday; this is unsurprising given time is so precious to contemporary consumers (Lynch‚ 2002). Harmsworth (2004: p. 173) claims that “the spa market is one of the fastest growing leisure
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SUBMITTED BY: President‚ Brazilian Spa Assoc. What are some changes you have noticed in your customers this past year? Are you seeing any new requests from consumers? It’s impressive how fast the Brazilian spa market is developing. When compared to 5 years ago‚ this industry has definitely grown over 20% per year. That is a result of the increasing “wellness culture” of the population‚ especially in big cities. It has really changed the way people look at the spas‚ which are more and more becoming
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