designed to help every classification of worker in the beauty industry go to the next level of professionalism‚ legitimacy‚ and excellence. It is not enough to sharpen your craft and become the best in haircutting‚ coloring‚ or nail artistry‚ and cannot make any money. Due to‚ not being able to attract customers. The vocational and technical schools for cosmetology‚ skincare‚ and makeup are designed to teach the fundamentals of the various trades and prepare us for the state board licensing exams. The
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recommendations on how can JITD be implemented in better ways. As a start‚ this paper will discuss about Barilla’s product description and production process; followed by the distribution process in Italy. 2.1 Product description Barilla differentiates its product line into two types namely the fresh products and the dry products. The fresh products include fresh bread which had a one-day shelf life and fresh pasta products which had 21-day shelf lives. Beside fresh bread‚ Barilla also produces panettone
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Barilla SpA - Case Study Table of Contents I. Executive summary II. Issue Identification III. Environmental and Root Case Analysis IV. Alternatives and Options V. Recommendations VI. Implementation VII. Monitor and Control/ Conclusion I. Executive Summary My decision for this case is to implement the Just-In-Time Distribution (JITD) system. Barilla SpA‚ an Italian pasta manufacturer‚ is experiencing amplified levels of inefficiencies and rising
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• Giorgio Maggiali: Current director of logistics o Appointed in 1988 tried to make way for an innovative idea proposed by Brando Vitali • Brando Vitali: Director of logistics before Giorgio Maggiali o Proposed Just-in-Time distribution (JITD) Modeled after the popular Just-in-time manufacturing concept o Rather than delivering product to distributors when ordered‚ his logistics plan would specify the “appropriate” delivery quantities These quantities would more effectively meet end-consumer’s
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III. Products and Services 3 IV. Marketing Plan 3 VI. Operational Plan 3 VII. Management and Organization 3 VIII. Personal Financial Statement 3 IX. Startup Expenses and Capitalization 3 X. Financial Plan 3 XI. Appendices 3 XII. Refining the Plan 3 As baby boomers struggle to stave off the inevitable impact of aging‚ they are driving the emergence of an explosive trend in the health care industry--the day spa. Once dismissed as the sole domain of the idle rich‚ Americans are now embracing
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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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EXECUTIVE SUMMARY Barilla SpA‚ world’s largest manufacturer of pasta based in Italy is experiencing extreme demand variability resulting to operational inefficiency and increased cost. To combat the key issues stated my decision is to implement the Just In Time Distribution (JITD). This new system‚ contrary to current system Barilla has will eliminate Bullwhip effect and stock outs by having centralized information‚ there will be data transparency between Barilla and distributors. Distributors will
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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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Model of Organisational Design The model of organizational design to be used in KK Spa is mechanistic structure. Mechanistic structure refers to the division of jobs that are ‘precisely defined’ (Connor‚ McFadden & McLean‚ ND). Mechanistic structure is characterized by high work specialization‚ rigid departmentalization‚ clear chain of command‚ narrow spans of control‚ centralization and high formalization. The staffs in different departments are given different tasks and department goal rather than
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