Case Study about Dollars and Sense of Green Retrofits
A growing number of companies are implementing green retrofits of their buildings to save money, improve productivity, lower absenteeism and healthcare costs, strengthen employee attraction and retention, and improve their corporate sustainability reports and brand equity – all at a relatively modest cost. However, timing is important for companies seeking to use green retrofits as a point of competitive differentiation. The earlier a company performs a green retrofit, the more differentiation it stands to gain, as we believe that the increasing interest in green building among businesses and lawmakers will soon make green construction practices mainstream.
There is substantial statistical evidence that green buildings are better for the environment than conventional buildings. Many forward-thinking companies are realizing that green buildings can be better for business, too. Green buildings offer their owners and tenants a number of bottomline benefits, including reductions in water and energy use and costs; opportunities with respect to tax credits, permitting, and other regulatory incentives; and greater worker productivity and satisfaction, improved brand image, and better community relations. A building doesn’t have to be new to be green. An empty building can undergo a top-to-bottom green renovation that incorporates green design, building products, and technologies. Or companies can choose a green retrofit, which enables them to introduce green benefits into their existing occupied workplaces at a reasonable cost and with only minor impact on their day-to-day operations. Keep reading…
Study on the Antecedents of Relationship Quality and Loyalty of Urban Business Club: Landmark Club
Abstract: Purpose: All business want to change from short-term orientations to a focus on building long-term relationships to attract better profits by customer retention This study aims to explore the path of the antecedents of relationship quality and loyalty for Urban Business Club: Landmark Club in Taiwan. Methods: Total of 127 members in Landmark Club was surveyed by convenience sampling. Then the data was analyzed by Path analysis. Results: The result found that (1) relationship quality affected by selling behavior and service tangibility significantly, but did not affect positively by service expertise; (2) relationship quality influenced the customer’s loyalty significantly; (3) selling behavior, service expertise, and service tangibility had positive relationship one mutually.
Introduction: According to the 80/20 reports, business could gain 80% profit form 20% of their old customer. Not only companies, but also sport clubs want to change from short-term orientations to a focus on building long-term relationships to attract better profits by customer retention. Relationship marketing is a well-known strategy in service industry and becomes a source of differentiation and increase customer switching costs for business, especially in services, due to their intangibility Relationship Quality was recognized as a central construct in the relationship marketing literature and was also as a critically important role of relationship marketing (Leuthesser, 1997). Johnson (1999) simply describes relationship quality as “the overall depth and climate of the interim relationship”. Keep reading…
As organizations across the globe leverage mobile solutions to extend beyond their initial use for mobile email, significant opportunities for strategic differentiation begin to materialize along with tremendous quantitative and qualitative benefits.
Such benefits bring exceptional value not only to the intended mobile user base but also to a larger set of workers across the organization in the form of streamlined workflow and improved business processes. SAP America created and deployed an extension of its mySAP Customer Relationship Management (mySAP CRM) application to its mobile sales force on their BlackBerry devices… Read More..
Introduction: In my short study case I will start by illustrating Zara’s present situation, then I will continue with a brief analysis of the internal and external environments; in the next step I will develop some alternative ways of action and I will end by presenting my recommendations regarding the adaptation of the Zara’s business model in order to successfully face the future economic context.
Objectives: The first objective for Zara is to continue their expansion in countries like Switzerland, Italy, and Czech Republic and also on other continents: Latin America and Asia. A second objective is to continue their stores’ growth in the countries where already exists in order to consolidate its position and increase its market share. By the accomplishment of the two objectives Zara is looking to create enduring profitable growth.
Strategies: I will start with the product market penetration used by Zara and more precisely with the product line stretching (one of the tactics allowed by the product market penetration) and we can see in the case of Zara that it started with clothes and then added accessories. Zara definitively use a price differentiation that permits a differentiation between countries..
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Bharat Petroleum Corporation Limited (BPCL), a leading player in the Indian petroleum industry, successfully implemented an Enterprise Resource Planning (ERP). Implementation began in April 2000 after the company decided to integrate all its activities through the ERP package SAP The company hoped to speed up its decision-making and respond faster to customer needs through ERP.
The intention was to show the differentiation in service, retain customers and help increase the business of its Industrial & Commercial (I&C) customers2. BPCL also wanted to increase its retail thrust by exploiting IT initiatives to the maximum. The noteworthy aspect was that the company was one of the very few Indian companies to have successfully implemented ERP. Keep reading
FOPP, UK’s Music Retailer (A): Profiting from Positioning?
Abstract: With the current trend of consumers exploring music online and supermarkets offering CDs at competitive prices, stand-alone music retailers face an uphill task to maintain real differentiation in the industry. The Fopp case series (A&B) track the positioning, the challenges and the growth dilemmas of Fopp – a music retailer with 105 stores spread across UK and Scotland. The company had been selling CDs, DVDs, books, and peripherals for about 25 years. Started in early 1980s, the retail chain has grown from a small corner shop to UK’s third largest music retailer.
What differentiates Fopp from its rivals is its positioning to reach Fifty Quid Bloke: the marketing name for people aged between 25 and 45, who are cash-rich and time-poor. A typical Fifty Quid Bloke is seen on a Friday afternoon buying piles of CDs, all worth £50, thereby giving the company more revenue per visitor. The company is said to have developed strong patronage with these music followers. Case A describes the dynamics of the music industry in general and UK’s music retail industry in particular, and will trigger a discussion on Fopp’s positioning strategy against the online music stores and supermarkets. Keep reading
Supply chains directly inﬂuence the differentiation and cost of a ﬁrm’s products and services and its exposure to risk. The purpose of this paper is to use secondary ﬁnancial data to explore the relationship between supply chain and ﬁrm performance by developing a uniﬁed proxy for supply chain performance.
Design/methodology/approach – Established econometric techniques were used to validate the proxy using a sample frame comprising the annual reports of 117 publicly traded UK manufacturing ﬁrms from the period 1995 to 2004. Findings – Increases in change in the proxy lead to an increase in change in the rate of return on capital employed and a change in the rate of cash-to-cash cycle length, both of which are traditional measures of improved supply chain management.
Callaway has experienced its first loss of $ 27 million after 10 years of growth. Competitors had finally caught up to Callaway’s superior R & D capabilities and are flooding the market with new products and promotions, raising the bar for consumers on when to replace their equipment.
Callaway’s strategic success in 1988 to 1997 is highly credited to its R & D facilities. Their approach toward innovation and technology provided a cutting edge against the other competitors in the market. The way Callaway was able to continue their differentiation features was through their highly skilled R & D. This was expensive which is why many companies choose not to compete in the area of differentiation. Over a five year period it spent $36.3 million on R & D alone. Click here to read more…
Summary: Vauxhall Trade Club is a trade parts programme selling genuine parts from Vauxhall dealers to the independent repairer. It is an established, successful and profitable programme operating for 20 years. In the previous year sales had remained static and research identified a need to change the way Trade Club was promoted, and move away from a price and discount-led proposition. At the time of the change (2010) there were a variety of challenges facing Vauxhall Trade Club, ranging from the economic climate to the speedy pace of change within the industry. Vauxhall wanted to move the focus away from price and competitive discounts on a few key products while re-establishing growth in market share…
Strategy: The team at Palmer Hargreaves worked with Vauxhall to develop a brand strategy to maximise Trade Club’s opportunities for growth and differentiation in a crowded marketplace. Using Palmer Hargreaves’ “3D” internal branding tool, including customer research, questionnaires and workshops it was established: what this long term strategy for Trade Club should be, what the customer looks like, what the current offer is, and potentially could be, what are the values and personality that would need to be developed, the competition, what is the at the core of all Trade Clubs actions… Find out more..
“Compared with our previous development process and embedded operating system, we literally cut development time in half.“
- Nick D’Ambrosia, Software Manager – Platform and Operating System, Sonosite.
Situation: SonoSite has taken what seemed impossible a few years ago—point of care imaging—and turned it into a reality. Clinicians use SonoSite’s ultrasound systems for both diagnosis and procedure guidance in a wide range of clinical applications and settings, both inside and outside of the hospital. In planning the development of its newest product, the M-Turbo system, SonoSite wanted to achieve a new level of performance and differentiation from its competitors…
Solution: After getting a strong endorsement from its silicon vendor, Texas Instruments (TI), SonoSite decided to move forward with Microsoft Windows Embedded CE as the operating system for a hardware platform built around the TMS320DM644x™ DSP-based System on Chip (SoC) for DaVinci technology. The DSP-based SoC includes an integrated 600-MHz C64x+DSP core and a 300-MHz ARM926 core. “SonoSite has shown true leadership in the emerging field of mobile imaging by using DaVinci technology and Windows Embedded technology as building blocks to create a highly differentiated digital imaging device.,” says Greg Mar, DaVinci Technology Manager, Texas Instruments…
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