Case Studies Kao Corporation1 Background The Kao Corporation is Japan’s largest soap and cosmetic company. They have developed from being a minor player to being number two in the Japanese market in less than ten years and are the sixth largest soap and cosmetic company in the world. Innovation Claim to Fame Kao was founded in 1890 as the Kao Soap Company with the motto‚ ‘Cleanliness is the foundation of a prosperous society’. In the 1940s Kao launched the first Japanese laundry detergent
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Often‚ the rules and regulations created by governing bodies are reactions to societal events and pressures. This pattern certainly holds true in regards to financial reporting. The first financial reporting regulations were set in place during the Great Depression in reaction to the stock market collapse of 1929. These regulations were The Securities Act of 1933 and The Securities Exchange Act of 1934‚ which established the Securities and Exchange Commission (SEC) and became the foundation for future
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Acquisitions 4 3. Implicit assumptions of the Monte Carlo simulation 4 3.1 Capital expenditure 5 3.2 Investment in intangibles 5 3.3. Working Capital 5 3.4 Consistency between implicit and explicit assumptions 5 4. Description of the working of the simulation 6 5. The results of the simulation in comparison with Diageo ’s stated capital structure policy 6 5.1 Diageo ’s stated capital structure policy 6 5.2 The results of the Monte Carlo simulation 7 5.3 Increase in gearing for Diageo 7 6. Conclusion 8
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Customer Relationship Marketing Procter&Gamble acquired Old Spice in 1990. Since then‚ a brand once associated with a has-been‚ highly fragrant aftershave whose ivory bottle still gathers dust on medicine-cabinet shelves has transformed from a small stagnating brand into a men’s personal-care powerhouse. The brand is undergoing a transformation and rapidly becoming a hip brand for men‚ thanks in no small part to P&G’s ’Smell like a man‚ man’ advertising campaign for Old Spice shower
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IDENTIFING MARKET SEGMENTS AND TARGET Market segmentation is the division of the total market into relatively homogeneous‚ but distinct segments. It is used to identify target audiences and strengthen a campaign ’s effectiveness in reaching selected segments. Segments usually respond to campaign elements differently and different techniques are required to reach and motivate various segments. We will discuss Market Segments and Targets‚ and we will know: What are the different levels of
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This paper is a reflection on three simulations as each relates to strategic planning. The first simulation‚ “Thinking Strategically‚” highlights the importance of environmental scanning. The second simulation‚ “Developing Grand Strategies‚” challenged decisions made for a company which lead to effective strategy formulation and choices. The third simulation‚ “Creating a Strategic Road Map‚” provided a simulated experience of how to build a strategic roadmap focusing on the importance and effectiveness
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CUSTOMER RELATIONSHIPS AND THEIR IMPACT ON THE ORGANISATION The first and more conventional approach is the transactional marketing‚ based on the single sales. In this case Innocent doesn’t have any contact with the customers more than the simple purchase. It occurs when the customer doesn’t want to undertake any long-term relationship‚ either because he doesn’t feel tied with the brand values or for his sporadic purchase behaviour. In this situation‚ the customer is more focused on the product
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Marketing logistics value: Managing the 5 P ’s In order to position logistics in its proper role in today ’s business environment‚ logistics leaders will have to do a better job of communicating‚ or marketing‚ logistics. The time for lamenting the lack of interest in logistics from senior management is over‚ and the time to become proactive is here. The logistics story will be understood when all logistics leaders begin to take the marketing initiative and the successes of the discipline are recognized
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market opportunities‚ setup operations‚ and prepare for test market. • Analyze market opportunities—evaluate segments‚ geographic markets‚ and potential competition • Establish corporate goals and strategic direction - Specify and rank order corporate goals - Write mission statement - Select target segments - Establish strategic direction • Create customer value—design initial brands for test market - Match components to benefits desired (Quality Function Deployment
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five segments to choose from; Cost cutter‚ Work horse‚ Innovator‚ Mercedes and Traveler. We reviewed the customer needs for each segment and the information regarding how customers intend to use computers. After that we looked at the average price each segment was willing to pay for the ideal brand in different cities as well as the 12-month potential market demand in each geographic area. After analyzing the market research data we decided our initial market strategy. We chose two segments that
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