The company that has been chosen for this case study is John Deere Equipments. This company was founded by John Deere in 1837 and was incorporated in 1868 as Deere & Company. John Deere started this company as a one-man blacksmith shop and it is now a worldwide corporation that has its offices in more than 160 countries and employs more than 46,000 people. John Deere is one of the oldest industrial companies in the United States and it is guided by the original values of quality, innovation, integrity, and commitment that John Deere instilled at the beginning. The business strategy of John Deere, in their own words is: “We aspire to distinctively serve customers — those linked to the land — through a great business, a business as great as our products. To achieve this aspiration, our strategy is: Exceptional operating performance, Disciplined SVA growth, Aligned high-performance teamwork Execution of this strategy creates the distinctive John Deere Experience that ultimately propels a great business and, for all with a stake in our success, delivers…Performance That Endures” … click here to read ahead
CAFE Coffee Day (CCD) wants to become a global brand after its success in India. By 2012-13, CCD plans to be a big global chain both with organic growth and acquisitions. By the end of this year it will have 900 cafes and 2,500 by 2012-13. CCD already has its cafes in Austria and Pakistan and wants to set up cafes in Poland, Russia, Hungary, Dubai, Kuwait, China and Saudi Arabia. The company has received investment from Darby Templeton and Deutsche Bank to the tune of $100 million for expanding its network. In August 2008, CCD announced that leading international brand consultant Landor will help it to reinvigorate its brand and take it to the next level. Only the brand name and logo saying ‘A lot can happen over coffee’ will remain the same. CCD will now focus more on projecting a feeling of togetherness (friendship, romance or office meeting in an informal environment) and celebration which are critical core values. Accordingly the cafe ambience, the look and feel inside will be changed. Click here to read more…
Abstract: Ducati, an Italian manufacturer of high-performance motorcycles, took several initiatives aiming at strengthening the company brand, enhancing its portfolio and increasing its sales and profitability. This case first presents the above initiatives and discusses how Ducati streamlined its production process and rationalised its distribution network. It then focuses on the company’s e-business strategy and the capabilities offered by Ducati Internet web site. The key starting point of Ducati ecommerce activities took place on January 1st, 2000 when the limited edition of its MH900e motorcycle was exclusively sold through the Internet. It was the first motorcycle ever sold this way and the first year production of the MH900e was sold out after just 31 minutes, making Ducati one of Italy’s largest e-tailers.
Company Overview: Founded in Bologna (Italy) in 1926, Ducati is a leading manufacturer of high performance motorcycles. Since the 1950s, its motorcycles have dominated the World Superbike Championship and compete in the sport sub-segment of the road market segment with engine capacities of over 500cc (cc stands for cubic centimetre, a measurement for the motor cylinder capacity). The motorcycle market is divided into four segments: the motor scooter market, the offroad market, the road market with engine capacities of less than 500cc, and the road market with engine capacities of over 500cc. The road market segment with engine capacities of over 500cc includes four sub-segments: sport, touring, dual and cruiser. Motorcycles in the sport sub-segment are built for, or inspired by racing. Those in the touring and dual sub-segments are designed for comfortable, long-distance travel and for both on-road and off-road riding. The cruiser sub-segment comprises heavy motorcycles with classic American design. Keep reading…
Background: Volksbank CZ, a.s. is a universal commercial bank, offering a broad range of products and services in retail and corporate banking. During its years in the Czech market, Volksbank has gained a firm position in the sector of small to medium banking houses. Volksbank’s business strategy centers on each client’s requirements, offering services tailored to the individual needs of 50,000 clients at 57 locations. As of 31 December 2008, Volksbank had disposable capital of CZK 2,005.4 million and a total balance of CZK 47.8 billion.
The Challenge: When the bank centralized its administrative activities in 2005, it decided to also centralize all print operations to maximize manageability and reduce expenses. The bank expected to significantly reduce costs by connecting all its printers and copy machines via a network. In addition to reducing the need to acquire multiple machines, Volksbank expected the new, networked printing environment to reduce the costs of troubleshooting, maintenance and repair. keep reading..
Clients often tell me they’re not really clear about the concept of Strategy. It’s a lot easier than you might think. Strategy is one of the steps in the planning process and cycle. The sequence in the business planning process is Vision, Mission, Goals, Strategy.
Vision is where you start and is the most abstract. Once clarified it become the guiding light toward which all your activities will be directed. Your Mission is what you do in your business to carry out your Vision. Goals are specific measurables that define what will exist when you’ve realized your Vision. The Strategy step is the thinking through of how you will achieve those Goals.
Start by considering the resources you have and the direction you want to go. Evaluate various scenarios and steps and predict how they will turn out. An analogy that makes it easier to understand is the game of chess. Various moves are considered with predicted outcomes BEFORE the actions are taken. Click here to read more…
Case Study about Creating Comfort with Uncertainty: Communicating Strategically and Perspective
Executive Overview: Executives can communicate about anything but they can not communicate about everything. Consequently, either explicitly or implicitly, they make communicative choices, which in turn becomes the organization’s communication strategy. These choices are all the more important in times of great organizational uncertainty wrought by increased global competition, quicker cycle times and the ever-changing marketplace. What are the communication strategies available to executives? How should they be made? And which increase organizational effectiveness? These are the core questions discussed in this Case Study.
Communication Strategy: The word “strategy” has more frequently been coupled with the word “business” than with “communication”. A long and intellectually stimulating history regarding business strategy has spawned both controversy and understanding. 7 Our aim is not to revisit the debates but to glean the core insights that allow us to suggest a viable, though surely not the only, approach for developing organizations’ internal communication strategy.
A regional business developer at a one-hundred year old manufacturer of plastics processing equipment in Europe contacted Ground Floor Partners to estimate the North American market size for a particular class of high precision machine presses. European headquarters believed there was a large market for their machines in the United States.
Our contact in the United States had been tasked with selling in North America; he believed the market size was much smaller than headquarters’ estimate. Headquarters wanted a professional market assessment so they could better understand the competitive market landscape. Click here to read more…
The manufacturing challenge: Redditch-based G&O Springs manufacture springs forthe aerospace industry. The companywas conscious of the needto improve operations and attempted to implement 5C activities on an ad hoc basis.They real is ed that this was not sustainable and embarked on the SC21 programme for a more structured and professional approach.
Industry Forum implemented a Continuous Sustainable Improvement Planning system(CSIP) to integrate the company’s objectives for general business strategy with customer requirements relating to Quality and Delivery performance improvement. The plan was completed in line with the SC21 guidelines and considered: Impact on Business, Impact on Performance, Customer Satisfaction, Cost Savings, Pay-Back and the necessary resources and time needed. As a direct result of this project,G&O Springs have established an infrastructure that will enable them to continue to develop their levels of capability and achievement.
A newly financed software company that had patented products and implementation services that addressed the very complex issues of determining the most optimum shipping alternatives for a customer’s products needed an executable business strategy.
They dealt with the costs of packaging and shipping along with the complexities of differing rates for at least five different means of shipping. The product was to be sold to shippers, and required relationships with the entire delivery chain. Although there was a clear value proposition, sales goals were not being achieved and the supply chain partners were not responsive to the opportunity.
Engagement: Paladin and Associates was engaged by the board of directors to perform a complete assessment of the business strategy and the effectiveness of the organization. Click here to read more…
One of IBM’s chief evangelists, Luis Suarez, Knowledge Manager, Community Builder & Social Computing Evangelist, has been part of IBM’s social transformation from the beginning. Suarez points out that IBM is no stranger to social tools. As early as 2001, social software became available at the company. But it wasn’t until May 2005, when IBM issued its Blogging Policy and Guidelines, that Big Blue saw the external potential for these tools and began to evangelize their use internally.
One of the first areas of focus was to help the IBM sales force understand how the tools worked, how customers were using them, and in turn how to use these tools to generate business revenue. It was necessary to foster meaningful conversations with customers where an IBM salesperson could speak knowledgeably about the tools and demonstrate their business value. Suarez points out that the secondary audience for IBM’s e2.0 effort was the rest of the IBM population..