Case Study about Human Resources Key Performance Indicators
Abstract: The article brings out a proposed strategy map and respective key performance indicators (KPIs) in human resources (HR). The article provides an overview of how HR activities are supported in order to reach the partial goals of HR as defined in the strategic map. Overall the aim of the paper is to show the possibilities of using the modern Balanced Scorecard method in human capital.
Introduction: Many companies have implemented tools for measuring their performance in order to stay in business and come in contact with tough competition. Organizations must face not only to more demanding conditions but in the current period to the world financial crisis as well. Due to these reasons, the organizations are forced to measure performance of the organization and contribute to the stability of the organization in today´s competitive environment. Organizations try to measure performance according to the financial drivers but in the recent period top leaders attempted to find new performance indicators which would take the “wind from sail” to their rivals in the market. Keep reading…
A Study report on Information Exchange in Facilitating Collusion- Insights
Abstract: There is increasing recognition by the Competition Commission that cartel members may engage in practices such as information exchange that facilitate collusion by reducing strategic uncertainty of rivals’ behaviour without constituting explicit agreements. If firms are uncertain about their competitor’s prices, tacit collusion is harder to maintain as price undercutting is harder to detect. The key concern with information exchange therefore is that it increases transparency, allowing for better monitoring and more effective punishment of deviating members of a cartel. This paper draws on key international and South African cases that deal with information exchange to gain insights on conditions under which such exchanges could lead to anticompetitive outcomes.
Introduction: Suppressing competition by engaging in collusion or concerted practices even in very highly concentrated industries often requires ‘something more’ than mere parallelism in behaviour to ensure that consensus is reached and that this consensus is adhered to. It is generally understood that for collusion between competitors to be sustainable, the following three elements should hold- the ability to reach agreement, the ability to monitor adherence to the agreement and the ability punish deviation from the agreement.Information exchange could facilitate collusion by enabling these three elements. It could arguably allow for agreement between competitors to be reached if the information discloses market strategies or works as a recommendation of a particular future market conduct. Keep reading on Facilitating Collusion
A Case Study about the Concept of Image as Expressed Through Corporate Landscapes
Abstract: Over the years corporations, are known to have become increasingly concerned with the looks of their physical environments. There are various examples where corporations have made conscious decisions to use the built environment in their company’s image building process. However, there is very little empirical research that explains this relationship between the built environment and its significance to a corporation. The aim of this thesis is to establish and explain the role of landscape in corporate communication. The study concentrates on landscape as an important part of the physical environment and xplains how its experience affects the employees of a corporation and how that experience further goes on to affect the corporation’s corporate image.
Introduction: an indisputable fact that in today’s highly competitive world of business, companies not only have to market their products but themselves as well, in order to gain an edge over rivals. In doing so they spend enormous amounts of resources to project the right “image”. The success of the image building process is often dependent on the company’s communication plan which aims at building the company’s reputation among its various stakeholders. The objective of the communication plan is to coordinate everything – annual reports, newsletters, company logos, advertisements, interior and exterior design, as well as staff deportment and uniforms.
What makes a company different from any other? Its product? Its service? Its monopoly? Whatever it is, it’s probably the reason why your customers come to you rather than going elsewhere. Yet such distinctions are seldom static.
Your rivals will see that what you do sells and will try to encroach on your speciality. Points of difference become competitive. To retain its uniqueness, an SME needs constantly to reassess what its customers want and re-evaluate what it can offer to meet those requirements..
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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
Operations Management at Maruti Udyog Ltd (Maruti), a joint venture between Suzuki Motors of Japan (eleventh largest vehicle manufacturer in the world and the fourth largest manufacturer in Japan) and the Indian government, is the leader in India”s automobile market. Maruti has the widest product range among Indian car manufacturers, with ten basic models and more than 50 variants. In 2003, Maruti produced 359,960 vehicles, operating at a capacity utilisation of 103%, against the industry average of 57.8%. Even though Maruti is well ahead of its other rivals, its market share has been declining. As competition intensifies, Maruti has realised the importance of getting closer to its customers. Read more..
This case study focuses on Yatra.com’s differentiation strategies. Yatra.com became a formidable online travel service provider in India in just about 3 years. However, with increasing competition and intense rivalry, what is the best way to differentiate its services from the rivals?The turning point for the Indian tourism industry came with the innovative campaign ‘Incredible India’ launched by the Department of Tourism in 2002.
In the light of the transformation underwent by the Indian tourism and travel industry from an unorganised state to an organised one, hotels, travel agents and aviation witnessed a boom in their business. Also, the internet boom paved way for the emergence of online travel agents like MakeMyTrip.com and ClearTrip.com in India, who have been dominating the market for a long time. They made travelling a pleasure by offering various services to the tourists. Click here to read more…
This case provides a framework for understanding the key challenges in the marketing of individuals. Obama’s unlikely victory in the 2008 US presidential election was the result of a comprehensive marketing effort that set benchmarks in the marketing of individuals. The marketing campaign was planned and executed with clinical perfection by one of the best campaign teams ever in the history of politics. The Obama team’s strategic planning was far superior to that of its rivals and proved to be a decisive factor in Obama’s victory.
Obama established brand leadership when he ensured that he owned the ‘change’ idea in the voters’ minds. He targeted the right market segments with the right message. He also kept his message simple and consistent throughout the campaign. Obama used many tools of online marketing for the first time in a presidential campaign. His social networking initiatives gave him the biggest ever volunteer group. In short, the Obama campaign provides a classic framework for analysing the effectiveness of strategic planning, market segmentation and market targeting, branding and online marketing in the marketing of individuals. Click here to read more…
360 Degree Feedback: The Good, the Bad, and the Ugly
Want to make people happy? Make people sad? Care to create an uproar in your organization that rivals in ferocity any change you’ve ever introduced in your history? Want to stir up all of the dormant fearballs hidden just below the surface in your organization? I know; you think I’m talking about laying off half your staff. Right?
Wrong. I am talking about organizations that do a poor job of introducing and implementing 360 degree, or multirater, feedback. Indeed, I’m also talking about organizations that do a good job of introducing 360 degree feedback. Nothing raises hackles as fiercely as a change in performance feedback methods, especially when they affect compensation decisions.Implemented with care and training to enable people to better serve customers and develop their own careers, 360 degree feedback is a positive addition to your performance management system. Click here to read more…
Mergers and acquisitions have become the most frequently used methods of growth for companies in the twenty first century. They present a company with a potentially larger market share and open it up to a more diversified market. A merger is considered to be successful, if it increases the acquiring firm’s value; most mergers have actually been known to benefit both competition and consumers by allowing firms to operate more efficiently. However, it has to be noted that some mergers and acquisitions have the capacity to decrease competition in various ways.
The merger between JP Morgan Chase and Bank One presented JP Morgan Chase with the opportunity to expand its perspective through providing the firm with access to retailbanking markets and clientele in the regions where its previous exposure had been virtually inexistent. The merger gave the firm that extra growth and competitive edge that it was looking for to compete with Citigroup and other rivals. Research has shown, that due to increasing advances in technology and banking processes, which make transactions, among other aspects of business, more effective and efficient, mergers and acquisitions have become more frequent today then ever before. Click here to read more…