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Company Profiles
A strategic management paper on Wal-mart Abstract Sam Walton, a leader with an innovative vision, started his own company and made it into the leader in discount retailing that it is today. Through his savvy, and sometimes unusual, business practices, he and his associates led the company forward for thirty years. Today, four years after his death, the company is still growing steadily. Wal-Mart executives continue to rely on many of the traditional goals and philosophies that Sam's legacy left behind, while simultaneously keeping one step ahead of the ever-changing technology and methods of today's fast-paced business environment. The organization has faced, and is still facing, a significant amount of controversy over several different issues; however, none of these have done much more than scrape the exterior of this gigantic operation. The future also looks bright for Wal-Mart, especially if it is able to strike a comfortable balance between increasing its profits and recognizing its social and ethical responsibilities. Why is Wal-Mart so Successful? Is it Good Strategy or Good Strategy Implementation? -- In 1962, when Sam Walton opened the first Wal-Mart store in Rogers, Arkansas, no one could have ever predicted the enormous success this small-town merchant would have. Sam Walton's talent for discount retailing not only made Wal-Mart the world's largest retailer, but also the world's number one retailer in sales. Indeed, Wal-Mart was named 'Retailer of the Decade' by Discount Store News in 1989, and on several occasions has been included in Fortune's list of the '10 most admired corporations.' Even with Walton's death (after a two-year battle with bone cancer) in 1992, Wal-Mart's sales continue to grow significantly. The Wal-Mart Philosophy -- Wal-Mart is successful not only because it makes sound strategic management decisions, but also for its innovative implementation of those strategic decisions. Regarded by many as the entrepreneur...
pages: 13 (words: 3366)
comments: 0
added: 11/28/2011
What were the critical incidents in Greyhound's growth and development over time? Greyhound was founded in 1914 and its first business was providing bus transportation for mine workers. After that the company continued to grow and expand its bus routes, by 1930 the name Greyhound Corporation was adopted and the running-dog logo ,its unique brand sign, was introduced. The next 20 years Greyhound continued to acquire bus interests in order to consolidate routes either by purchase, stock swaps or mergers. By 1960 the company had substantially achieved its objective of operating a bus system that could carry passengers to most destinations throughout the States. In 1962, however the company was facing the prospect of increasingly limited opportunities to expand its route systems. Since the successful bus operations were generating excess cash the board of directors to diversify into new operations. Over the year 1962 the company began to acquire other companies which turned the business into a conglomerate of different businesses. Greyhound diversified into transportation manufacturing as well as into equipment leasing and financial services. As a result by the end of 1963 Greyhound was operating in three major businesses: transportation, manufacturing and financial services. In 1966 Gerry Trautman was appointed CEO and he continued the strategy of diversification through expansion and growth. From 1966 till 1970 Greyhound acquired more than thirty widely different companies and formed a new operating division, services: it specialized in managing transportation-related businesses such as duty free operations, building displays for exhibitions, aircraft servicing business, cruise ship lines, furniture moving, limousine service and the like. This diversification strategy was the basis for later on critical incidents which will be shown later. Trautmans aim was to create a company conglomerate, so that each individual business unit was recession proofed and all were enhancing the financial strength of the...
pages: 6 (words: 1579)
comments: 0
added: 02/18/2012
Fred Deluca may not be known to the world, but his restaurant is. Today many people eat at the famous submarine sandwich shop called SUBWAY, now the second largest restaurant chain in the world. It offers a healthy alternative to fast-food. Today, there are more than 15,000 restaurants in 76 different countries. Fred Deluca made the very first SUBWAYÒ Restaurant sandwich in 1965, and, today, he still serves as president. Fred Deluca had just graduated from high school and was looking to get into college. He worked at a job in a hardware store for the minimal hourly wage of $1.25. He wanted to go to college to study to become a medical doctor. Fred Deluca was friends with the Dr. Peter Buck, a crucial part of his success. It was Dr. Buck who suggested the idea. and eventually became a co-partner of SUBWAYÒ. Also, Dr. Buck lent Fred a thousand dollars to start the business. When he first started as an entrepreneur, Fred Deluca was a hard-working, competent and dependable young man at the age of 17. Taking subtle risks and winning, he learned quickly to make his business successful. Struggling just to have food on the table every night, it was difficult to make a lot of money. Fred struggled with his first two restaurants in the first couple of years, but he endured and starting to make money on his third restaurant that he opened. Originally called Pete's Super Submarines, the name was changed to Subway in order to increase visibility. When he made it past the industry's standard death point, he set his sights higher; he no longer had his dream of becoming a medical doctor. Instead, he set a goal for himself to open 5,000 SUBWAYÒ Restaurants by 1994. Ahead of schedule, Fred Deluca started opening...
pages: 2 (words: 431)
comments: 0
added: 02/15/2012
Safeway Company has policies that require employees to smile at and make eye contacts with customers. Most of the customers would view this kind of facial gestures as a friendly way of doing business, but some customers might misunderstand them as a "flirt". Twelve employees had filed complaints about this "Superior Service" policy and found it unethical for the company to have undercover shoppers to spot if there is any violator. This led to Union to get involved and suggest the company to modify the policy. However, the headquarters disagreed that the policy was the cause of the misunderstanding. And they think it is necessary to train their employees to be friendly and having the right attitude to serve their customers. Critical Thinking: 1. How, specifically, does this case illustrate the process of attribution? The case illustrates this company enforcing this "Superior Service" policy to their employees, and might somehow attribute the cause of misconception from the customers. Employees were asked to smile and keep eye contact to their customers, but these friendly gestures were considered by some of the customers as flirt. The internal cause would be the smile and eye contact, and the external cause would be the customers' responses or perception. The correspondent inferences could be the smile and extensive cares of customers might lead to assumption to some customers as flirt. 2. What do you suppose is being done to help train people to be more friendly toward customers? In other words, what do you imagine goes on in Safeway's "Smile School"? I would imagine students sitting in groups and exchanging ideas on how to serve the customers better. Instructor would also have employees to perform "role-playing", having one side act as customers and the other side doing their job as clerks. Different scenario would be provided and employees will be...
pages: 3 (words: 679)
comments: 0
added: 12/16/2011
Group Oral Presentation: the drivers and conditions for the survival and success of an Australian business enterprise Qantas Airways Limited ABN 16 009 661 901 October 2005 Fact File QANTAS AT A GLANCE HISTORY Qantas is the world's second oldest airline. It was founded in the Queensland outback in 1920 and is Australia's largest domestic and international airline. Qantas is also recognised as one of the world's leading long distance airlines, having pioneered services from Australia to North America and Europe. The Qantas Group employs approximately 38,000 staff across a network that spans 145 destinations (including codeshare services) in Australia, Asia-Pacific, Americas, Europe and Africa. BUSINESS & INVESTMENTS The company's main business is the transportation of passengers. In addition to the Flying Businesses, the Qantas Group operates a diverse portfolio of airline-related businesses. These include Engineering Technical Operations and Maintenance Services (ETOMS), Airports and Catering, Qantas Freight, Qantas Holidays, Qantas Defence Services and Qantas Consulting. Qantas Airways Limited owns 44.5 per cent of Orange Star, which owns and operates the value-based intra-Asia airlines Jetstar Asia and Valuair, based in Singapore. Qantas also holds a 46.3 per cent shareholding in Air Pacific. ROUTES The Qantas Group's Flying Businesses are Qantas, Regional Airlines (QantasLink and Jetconnect), Australian Airlines and Jetstar. Domestically, Qantas, QantasLink and Jetstar operate over 5,000 flights a week serving 62 city and regional destinations in all states and mainland territories. Jetconnect also operates more than 250 domestic flights a week for Qantas within New Zealand. Internationally, Qantas and Australian Airlines operate nearly 700 flights a week, offering services to 83 international destinations (including codeshare services) in nearly 40 countries in Asia-Pacific, Americas, Europe and Africa. AIRCRAFT OPERATIONS The Qantas Group operates a fleet of 201 aircraft, comprising Boeing 747s, 767s, 737s and 717s, Airbus A330s and A320s, Bombardier Dash 8s and British Aerospace 146s. OPERATIONAL STATISTICS QANTAS GROUP Passengers carried: Year ended 30 June 2005 Year ended 30 June 2004 Domestic: 23,257,000 (incl Jetstar) 20,965,000 (incl Jetstar) International:...
pages: 35 (words: 9459)
comments: 0
added: 04/03/2012
The history of pizza hut and existing marketing mix of this company Pizza Hut strategic plan Executive Summary This proposal describes Pizza Hut and the introduction of a new product called "The Extreme." A brief history of Pizza Hut is provided at the beginning of this proposal along with an analysis of the fast food industry. Current trends in demographics and eating habits are included. A SWOT analysis has been done to identify Pizza Hut's strengths, weaknesses, opportunities, and threats so that these factors can be taken into consideration in deciding whether or not to launch the new "Extreme Pizza." Some of the key elements of our marketing plan first describe the "Extreme Pizza." It will be the largest pizza on the market, with double the cheese and double the toppings. We will target the X and Y Generations, which is the fastest growing segment in America. This segment has been successfully targeted before using the "extreme" angle. This segment is has been a segment that hasn't been targeted to the level that they should in this industry and we plan on changing that. We have used past financial data to establish reasonable goals for the product and have set limits on promotional spending. We will be using a high/low pricing strategy, pricing this new pizza at $9.99. Our main sales promotions will be offering the Extreme Pizza bundled with Mountain Dew to target Generation X and Generation Y. We will be using direct channel distribution as well. This pizza will be available through dine-in, carry-out, delivery, and ordering on the Internet. 1)Introduction Pizza Hut was started in 1958, by two brothers in Wichita, Kansas. Frank and Dan Carney had the idea to open a pizza parlor. They borrowed $600 from their mother, and opened the very first Pizza Hut. In 1959, the first...
pages: 18 (words: 4850)
comments: 0
added: 02/06/2012
Whirlpool Corporation is the world's leading manufacturer and marketer of major home appliances. The company manufactures in 13 countries and markets products in more than 170 countries under major brand names such as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Ignis, Laden, Inglis, Brastemp and Consul. Whirlpool Corporation is also the principal supplier to Sears, Roebuck and Co. of many major home appliances marketed under the Kenmore brand name. Internal environment is critical: operation and employees management Internal Environment: Strength and Weaknesses Whirlpool Corporation structure is strategic business units. It composed of the microwave oven business unit and the global air treatment. The other one is whirlpool financial corporation. In order to increase their profit, they try to reduce their cost. Some of their actions are they closed several plants and streamlined organization in several group. Though the culture of Whirlpool not mentioned explicitly, we assume that the culture of this company give a positive influence to company performance. The other thing, their future product will be designs as an environmental friendly product in accordance to customer expectations. The marketing strategy of Whirlpool is market driven, and to gain competitive advantage, this company is leveraging a global presence in various regional markets. They also concern market mix of the company that differs of each country. They segmented the market by regional because almost every country has unique preferences that are influenced by environment condition, custom, economic condition, etc. The goal of technology organization was to develop advance, innovative products and move them to market quickly and competitive. Several functions was organized to achieve that goal, such as: -Global Procurement organization: bought and organized the distribution of all materials and components needed by appliance production facilities. -The Corporate Technology Development: develop product and process technology capabilities and provided technical service to Whirlpool business -An Advance Product Concept unit: develop new product concepts that...
pages: 4 (words: 1084)
comments: 0
added: 01/18/2012
Dewhirst Group Plc manufactures and distributes clothing and toiletries. Operations are carried out in the United Kingdom, Malaysia, Morocco and Indonesia. Manufacture of clothing accounted for 91% of revenues for the year ended 14th Jan 2000 and toiletries accounted for 9%. Competitor Analysis Dewhirst Group Plc operates in the Diversified Apparel Mfrs. sub-industry, which is a sub sector of the Apparel & Textiles industry. They supply clothing to companies such as Marks & Spencer's and also police uniform. This analysis compares Dewhirst Group Plc with, Worthington Group Plc (2000 sales: £26.47 million of which 100% was Textile Products). Worthington Group Plc manufactures, imports and distributes sewing threads, narrow textile fabrics, pocketing, waistbands, specialist linings, buttons, shoulder pads, interlinings, elastics and other trimmings and accessories. The clothing, home furnishing and industrial markets uses these products. All of the group's subsidiary undertakings are registered and operates in the United Kingdom. Sales Analysis Dewhirst Group Plc reported sales of £380.40 million for the year ending January of 2000. This represents a very small increase of 0.06% versus 1999, when the company's sales were £380.15 million. Sales at Dewhirst Group Plc have increased during each of the previous five years (and since 1994, sales have increased a total of 54%). Recent Sales at Dewhirst Group Plc 247 279 316 364 380 380 1994 1995 1996 1997 1998 1999 (Figures in Millions of Pounds Sterling) Just over half of the company's 1999 sales were in its home market of the United Kingdom: in 1999, this region's sales were £198.13 million, which is equivalent to 52.1% of total sales. In 1999, sales in Morocco were up at a rate that was much higher than the company as a whole: in this region, sales increased 35.3% to £88.76 million. Dewhirst Group Plc also experienced significant increases in sales in Malaysia (up 17.4% to £30.89 million). Although...
pages: 7 (words: 1740)
comments: 0
added: 12/06/2011
After years of being the world's leading provider of wireless communications, semi-conductors and advanced electronic systems and services, things have began to slow down for Motorola, Inc. This company was once known for its cutting-edge technology and level of quality. Motorola is now working to revamp its image and catch up with the competition. Motorola has not yet recovered despite restructuring efforts. The company attributes some of its problems to the weak U.S. economy and a slow down in telecommunications spending. Heavy cost-cutting has been done by the company. Since August 2000, 48,000 jobs-nearly a third of its workforce-have been eliminated. Over the next nine to fifteen months, four more semiconductor plants will be shut down. This will result in the loss of 2,500 jobs. Motorola's five-point strategic plan In 1998, Motorola decided to reshape the company's strategy. They decided to go back and seek to change everything at Motorola except their principles, characters, and ethics. This five-point strategic plan is as follows: 1. Revitalize the management team 2. Stabilize the balance sheet and improve financial flexibility 3. Reduce costs and manufacturing capacity 4. Produce new, innovative products and growing customer relationships 5. Evaluate and re-evaluate business plans in order to remain competitive in the ever-changing business climate How has Motorola been doing in following its strategic plan? They are making progress in all areas of their strategic plan. The company realizes they still have a lot of work to do. 1. They have placed new leaders in 70 of Motorola's 100 most important assignments within the last 18 months. They also hired a new president and chief operating officer. 2. They generated more than $1.9 billion in positive operating cash flow in 2001 and reduced the ratio of net debt to net debt plus equity from 27 percent to 18 percent. 3. They reduced their employee population by one-third and closed...
pages: 3 (words: 788)
comments: 0
added: 11/03/2011
During the time of this case Apple Computer's status was not looking too good. It was the close of fiscal fourth quarter of 1997 and Apple's revenues were $1.6 billion, a 30% decrease from the year before. The company's net loss for the quarter was $161 million compared to a net profit of $25 million the previous year. To get a better understanding of the company's 1997 financial position with respect to the previous year see Exhibit 1 Apple's Financial Ratio Analysis. Steven Jobs was once again in charge but only as acting CEO while Apple as in search of a new CEO. Prince Aliweed owned 5% of Apple and they were looking for suitors to by Apple and fix it. The decline in demand, resulting in losses and the combination of intense price competition led the company in it's decision to continue restructuring it's business in 1997. Apple Computer focused on reducing it's core structure, improving its competitiveness, and restoring it's sustainable profitability. In February 1997, Apple acquired NeXT. The purchase brought Steve Jobs back into the company. To better understand Apples position we need to analyze where they are currently at. The Positives- 1. Brand Recognition- It is no secret Apple has a world renowned brand name and catchy hardware design. Apple's success was due to marketing and technological innovation in the high growth. 2. User Friendly Architecture- Apple kept the architecture of the Macintosh proprietary, and it could not be cloned like the open system IBM PC. This allowed them to charge a premium for their distinctive user friendly features. This user friendly feature not only helped them to take a large portion of the general market share it helped them to be the dominant player in schools. 3. Purchase of NeXT Software- The Acquisition of NeXT brought a host of talented quality programmers along with Steve...
pages: 5 (words: 1356)
comments: 0
added: 12/07/2011
The North Face, Inc. sneaker industry, is a highly sophisticated designer, distributor, and marketer of technically innovative sneaker products. We have built a strong, widely recognized line of products, and have been established as the world's premier brand for outdoor apparel. Our sneaker line offers state-of-the-art technology that offers comfort, support, and style, backed by a lifetime manufacturers warranty so that our consumers are provided with all of the luxuries that they deserve. 2.0 Situation Analysis The North Face, Inc., offers a wide variety of specialized sneakers, designed primarily for professional climbers, and outdoor enthusiasts. The North Face, Inc. offers incomparable state-of-the-art technology, which has satisfactorily led to increased levels popularity and customer loyalty. However, currently The North Face sneaker retains less than 5 percent of the market share due to the popularity and general distribution of our top competitors such as: Nike, Adidas, New Balance, and Saucony. Our North Face trail sneakers are primarily sold at specialty/outdoor sporting good stores for between $59.95 and $105.00. Adidas offers sneakers with minimal technology, which are trendy reasonably priced, with high-end retail prices of about $65.00. New Balance offers sneakers with limited technology, which are stylish and competitively priced, with high-end retail prices of about $80.00. Nike offers comparably priced sneakers, however like New Balance and Adidas, Nike's channel of distribution is primarily centralized around general retail shoe/sneaker stores. Nike's annual sales for 1999 were $8,776.9 M, approximately 35 times that of North Face which in 1999 had sales of $247.1 M. The North Face, Inc., intends to accrue and retain unprecedented percentages of our customer base over the next decade. We believe that once a consumer purchases one of our products, that they will recognize how far superior we are to our competition and appreciate our intentions of staying there. The North Face, Inc., intends to...
pages: 16 (words: 4134)
comments: 0
added: 02/12/2012
Boo!! I know that you were daydreaming. Today I am going to be talking about just that daydreaming. There are three important reasons why daydreaming is so good. 1. It relaxes you 2. It keeps you from dieing of boredom and 3. It is known to help you to do more work. Like meditation, daydreaming allows your mind to take a break. Say, for example that you're afraid of public speaking and your english teacher has asked you to a speech in front of 100 people. By mentally going over the steps involved e.g. walking to the front of the room, saying your speech, thanking the people for listening your mind will start to get used to the idea and when the time comes for you to say the speech you'll be able to handle it better. If you hadn't daydreamed about it before who knows what you would've done when you got up on stage. If no-one daydreamed we would all die of boredom. Imagine that you are sitting in maths class and there is still 45 minutes to go until the bell rings. Where would you be without daydreaming? Although it amy not be scientifically proven that you can actually die from boredom it still helps if you daydream because it helps to pass the time and exercise your brain. You know how your parents and teachers are always going on at you about how you should do more work and less talking at school? A good solution to this would be to daydream. Daydreaming is known to boost productivity meaning that you do more work. It is something that you do naturally anyway so why not do it a bit more?? I hope that after you have listened to and probabaly daydreamed through my speech you are convinced that daydreaming is...
pages: 2 (words: 346)
comments: 0
added: 01/05/2012
Case Analysis on Wal-Mart using the IE Matrix, SWOT Analysis and more Overview When Sam Walton founded the first Wal-Mart in 1962, the idea of bringing in a discount-shopping store into rural America was almost unheard of, except for the local five and dime stores. When Walton noticed that he had a lot of competition from regional discount chains, him and his wife Helen traveled the country to study other new retailing concepts, and were convinced that it was the wave of the future. With Walton's vision, Wal-Mart grew to be a multi-billion dollar, international company, operating about 4,600 stores around the world. Wal-Mart competes in many industries that include: 5331- Retail-Variety stores, 5411-Grocery stores, 5311-Department stores, 5812-Eating Places, 5399-Miscellaneous General Merchandise store, and 5912-Drug stores and Proprietary stores. Since there are several industries to choose from, our group chose to go with retail-variety stores, SIC code 5331. These establishments are primarily engaged in the retail sale of a variety of merchandise in the low and popular price ranges. Sales are made on a cash and carry basis, with the open-selling method of display and customer selection of merchandise. Wal-Mart's milestones began in 1962 when the first Wal-Mart was opened in Rogers, Arkansas. Seven years later the company incorporated as Wal-Mart Stores, Inc. Then a year later they opened the first distribution center and home office in Bentonville, Arkansas, and also went public on the New York Stock Exchange. Several years later, in 1988, the first super center was opened. Then in 1991, the first international unit was opened in Mexico City. By the turn of the century, Discount Store News had named Wal-Mart "Retailer of the Century" and made Fortune magazine's lists of the "Most Admired Companies in America" and the "100 Best Companies to Work For." They were also ranked on Financial Times'...
pages: 34 (words: 9193)
comments: 0
added: 12/26/2011
Henry Ford the most influential person in the last century, created a cheap inexpensive traveling carriage. By doing this, people in America and soon people around the world could travel 200 miles in a ten-hour period. Before this invention of the automobile people could only travel 20 miles in one day by horse. Henry Ford was born on July 30, 1863. He was the first of six to his parents William and Mary Ford. Henry grew up in a typical 19th century home and attended a one-room schoolhouse. At an early age, he had an interested in mechanical things and a dislike for farm work. At the age of 16 in 1879, Henry left his home to work as an apprentice machinist in Detroit. For three years Henry worked as an apprentice, then returned to his home town. The next couple of year's Henry worked at home, and occasionally fixed steam engines, and briefly took over his dad's farm. In 1891, Henry Ford became an engineer with the Edison Illuminating Company in Detroit. Henry was promoted to Chief Engineer in 1893, which gave him enough money to experiment. In 1896 Henry completed his self-propelled Quadricycle. This Quadricycle had four wire wheels that looked like big bike tires. To steer this contraption, a tiller like a boat was used: The automobile had two speeds and no reverse.After two unsuccessful attempts to make a manufacturing company to produce automobiles, the \"Ford Motor Company\" was built in 1903. Fords first assembly line was became the models for future assembly lines. Henry became the Vice-President and Chief Engineer of his own company. The factory built only a few cars a day but still remained in business. Ford soon began working to make a simple, sturdy car that large numbers of people would be able to afford. He...
pages: 3 (words: 737)
comments: 0
added: 04/17/2012
Financial report analysis of Hershey Foods Corporation, Hershey Foods History INTRODUCTION Hershey Foods Corporation is engaged, with its subsidiaries, in the manufacture, distribution and sale of confectionery and grocery products. The Company's principal product groups include confectionery products sold in the form of bar goods, bagged items and boxed items, as well as grocery products in the form of baking ingredients, chocolate drink mixes, peanut butter, dessert toppings and beverages. Hershey Foods manufactures confectionery products in a variety of packaged forms and markets them under more than 50 brands. The different packaged forms include various arrangements of the same bar products, such as boxes, trays and bags, as well as a variety of different sizes and weights of the same bar products, such as snack size, standard, king size, large and giant bars.. The Company also manufactures and/or markets grocery products in the baking, beverage, peanut butter and toppings categories. Principal products in the United States include Hershey's, Reese's and Heath baking pieces, Hershey's chocolate milk mix, Hershey's cocoa, Hershey's Chocolate Shoppe ice cream toppings, Hershey's Hot Cocoa Collection hot cocoa mix, Hershey's syrup and Reese's peanut butter. Hershey's chocolate- and strawberry-flavored milks are produced and sold under license by various dairies throughout the United States, using milk mixes manufactured by the Company. The Company's products are sold primarily to grocery wholesalers, chain grocery stores, candy distributors, mass merchandisers, chain drug stores, vending companies, wholesale clubs, convenience stores, concessionaires and food distributors by full-time sales representatives, food brokers and part-time retail sales merchandisers throughout the United States, Canada and Mexico. In 2002, sales to Wal-Mart Stores, Inc. and subsidiaries amounted to approximately 21% of Hershey Foods' total net sales. Hershey Foods manufactures, imports, markets, sells and distributes chocolate products in Brazil under the Hershey's brand name. Additional products in Brazil include IO-IO hazelnut creme items...
pages: 16 (words: 4356)
comments: 0
added: 12/02/2011
Janus Capital Group: History of the company, What are the ethical dilemmas that the management has faced? Janus Capital Group is a mutual fund company that specializes in the active management of investor assets. They are responsible for the investment advisory, distribution, and marketing of their various funds throughout the world. The company's asset management disciplines include growth, core, international and value. As of February 29, 2004 total assets under management at Janus was $147.5 billion (Janus.com). Tom Bailey established Janus Mutual Funds in 1970 with only 30 investors and less than $500,000 in initial capital. By 1980, Janus had accumulated $33.5 million in assets and was easily beating the S&P 500 returns by investing in value-oriented stocks. In 1984, Kansas City Southern Railroad executive Landon Rowland decided that the railroad industry was stagnant. Rowland was looking for a way for his company to diversify and approached Tom Bailey with an offer to purchase his fund company. Tom decided he would sell 90% of his company to Kansas City Southern but managed to retain control of the firm through a clause in his contract. By 1990, the Janus family of funds had accumulated over $4 billion in assets and launched one of the first international funds in America, the Janus Worldwide fund. In 1996, Janus begins their first foray into national advertising and a year later become one of the first fund companies to offer a website for investors to research their funds. In 1997, international fund manager Helen Young Hayes is named by Morningstar as fund manager of the year. In 1998, fund manager Scott Schoelzel is named Manager of the Year by Mutual Fund Magazine. Also in 1998, Janus is named "Family of the Year" by Mutual Funds Magazine and Fortune ranks Janus as one of the top 100 companies...
pages: 11 (words: 2805)
comments: 0
added: 01/27/2012
Honda's American Subsidiary, the American Honda Motor Company The American Honda Motor Company was established as a subsidiary by Honda in 1959. During the 1960's the type of motorcycles brought by Americans underwent a major change. Motorcycle registrations increased by over 800,000 in five years from 1960. In the early 60's the major competitors were Haley - Davidson of U.S.A, BSA, Triumph and Norton of the UK and Motto - Guzzi of Italy. Harley-Davidson had the largest market share with sales in 1959 totaling a6.6 million dollars. Many of the motorcycles produced were large and bulky and this led to the image of the motorcycle rider as being one who wore a leather jacket and went out to cause trouble. The Boston Consulting Group ( BCG ) report was initiated by the British government to study the decline in British motorcycle companies around the world, especially in the USA where sales had dropped from 49% in 1959 to 9% in 1973. The two key factors the report identified was the market share loss and profitability declines an the scale economy disadvantages in technology, distribution, and manufacturing. The BCG report showed that success of the Japanese manufacturers started with the growth of their own domestic markets. The high production for domestic demand led to Honda experiencing economies of scale as the cost of producing motorbikes declined with the level of output. This provided Honda to achieve a highly competitive cost position which they used to penetrate into the US market. " The basic philosophy of the Japanese manufacture is that high volumes per model provide the potential for high productivity as a result of using capital intensive and highly automated techniques. Their marketing strategies are therefore directed towards developing these high model volumes, hence the careful attention that we have observed them giving...
pages: 7 (words: 1678)
comments: 0
added: 01/04/2012
IKEA the Leader in home furnishings sales. By PR .december.02.2005 Denmark is where the Swedish company IKEA was first found in 1943, and it operators a multinational chain of stores for furniture. It is the world's largest furniture retailer, which specializes, in stylish but inexpensive designed furniture. At the end of 2002 (1 September 2001 - 31 August 2002), the IKEA Group of Companies had a total of 175 stores in 31 countries. In addition, there were 19 IKEA stores owned and run by franchisees, outside the IKEA Group, in 12 countries including the one in Newhaven Connecticut which was opened in 2004. During the IKEA financial year 2003-2004, 323 million people visited IKEA . The IKEA logo is blue and yellow and that's because these are the colors of the Swedish flag. In Sweden, nature and the home both play a big part in people's lives. In fact, one of the best ways to describe the Swedish home furnishing style is to describe nature -- full of light and fresh air, yet restrained and unpretentious. In the late 1800s, the artists Carl and Karin Larsson combined classical influences with warmer Swedish folk styles. They created a model of Swedish home furnishing design that today enjoys world-wide renown. In the 1950s the styles of modernism and functionalism developed at the same time as Sweden established a society founded on social equality. The IKEA product range -- modern but not trendy, functional yet attractive, human-centered and child-friendly -- carries on these various Swedish home furnishing traditions. Many people associate Sweden with a fresh, healthy way of life. This Swedish lifestyle is reflected in the IKEA product range. The freshness of the open air is reflected in the colors and materials used and the sense of space they create: blond woods, natural textiles and untreated surfaces. In...
pages: 10 (words: 2522)
comments: 0
added: 12/28/2011
The Coca-Cola Company is one of the reigning soft drink manufacturers in the world. Some analysts contend that Coca-Cola is the most widely used and well-known brand name product in the world. The purpose of this report is to provide Coca-Cola stockholders with an understanding of the product development in the company. Since Coca-Cola began its operations in 1902, it has introduced several distinct products and marketing campaigns that have led to its financial stability and market standing. Some of the facts presented are statements of Coca-Cola head officials; therefore, the report contains a degree of bias. The Coca-Cola Company controls over 45 percent of the global beverage industry. Coca-Cola has been able to maintain this high market share due to innovation in the product development aspect of the company. The income received from product sales has been made Coca-Cola a financially stable company within the industry. Coca-Cola recorded increases in all financial areas in 1994; namely, earnings per share, closing market price of stock, net operating revenue, and income available to stockholders. Coca-Cola will focus on the goal of increasing global market share throughout the 1990s. Coca-Cola producing consists of a soft drink market and a food market. The food market is involved primarily with the producing of fruit juices. The soft drink market is involved with the distribution of soft drink concentrates and syrups. Over the past few years, Coca-Cola has introduced a variety of highly successful products into its soft drink and food markets. The revenue received from the sale of these products has been a source of financial stability for the Coca-Cola company. The Coca-Cola Company focuses the majority of its investment opportunities on the soft drink market because the soft drink market offers a low capital requirement and a high rate of return. Coca-Cola has invested in the...
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added: 01/21/2012
Financial Statement Analysis Executive Summary Objective: Our goal in composing a financial statement is to construct the most comprehensive, thorough document possible, in order to attract investors and to confirm that we have taken the time to explore as many potential issues for your business as may arise. Summary of findings: Our level of cereal marketing investment early in 1998 was not sufficient in the face of extremely competitive market conditions. This situation hurt our volume performance for much of the year and, combined with other issues in markets around the world, led to a decline in both sales and earnings. Nonetheless, we continue to have the utmost confidence in the future of our grain-based businesses, and we are fully committed to return to both top-line and bottom-line growth. Appendix # 1- Market Research Description of firm and its management: Kellogg's products are manufactured in 20 countries on 6 Continents and distributed in more than 160 countries. Mr. Langbo has been employed by the Kellogg's Company since 1956. He was named President and Chief Operating Officer in 1990 and became Chairman of the Board and Chief Executive Officer in 1992. In June of 1998, Mr. Carlos M. Gutierrez was named President and Chief Operating Officer. The competitive environment: The Company has experienced intense competition for sales of all of its principal products in its major markets, both domestically and internationally. The Company's products compete with advertised and branded products of a similar nature as well as unadvertised and private label products, which are typically distributed at lower prices, and generally with other food products with different characteristics. Principal methods and factors for competition include new product introductions, product quality, composition, and nutritional value, price, advertising and promotion. Economic climate and outlook: Although our 1998 business results were below our performance...
pages: 5 (words: 1327)
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added: 01/18/2012
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