http://www.oodoc.com Découvrez les nouveaux cours, exposés, mémoires, fiches sur le sujet Docs en anglais fr Mon, 07 Jul 2008 02:01:54 +0200 http://www.oodoc.com/49228-cover-letter-example-job-marketing.phphttp://www.oodoc.com/49228-cover-letter-example-job-marketing.php Example of a cover letter sent to Unilever to apply for a job ad from the marketing department. This document aims at presenting the specificities of the three traditional paragraphs included in a cover letter. This is to give an outline and help the readers to write a cover letter when deciding to apply for a job.Example of a cover letter sent to Unilever to apply for a job ad from the marketing department. This document aims at presenting the specificities of the three traditional paragraphs included in a cover letter. This is to give an outline and help the readers ...Fri, 04 Jul 2008 11:23:32 +0200 http://www.oodoc.com/50289-management-revolution-modern-companies.phphttp://www.oodoc.com/50289-management-revolution-modern-companies.php The three documents we have studied in class are taken from different sources of international press. The first is an editorial cartoon extracted from the Internet which focus is new American means to organize work places. The second is composed of to different articles, one from the Daily Mail, a tabloid and the other from the Guardian. Both deal with stress at work, which can have gruesome consequences. The third and last document is an excerpt from The Economist and is mainly concerned with new ways of management, notably with team work. These articles are dealing with a burning issue of the 21st century: the union of the profit-making needs of global enterprises and the necessity to find new means of managing people which could be livable for workers. Indeed, nowadays, in a global environment, multinationals have to change their way of thinking profit, and in order to do profit in a changing world, they have to change their way of managing people. So, for them, management is no longer a task of directing a group of people or entities for the purpose of coordinating that group towards a goal but is moreover, a task which implies considering human resources, and human beings. So, this day and age, what are the new goals of modern companies, and how can they reach them? How management has to change and what are the consequences for organizations and workers? In accordance with the criticism of the press, what judgement having on this point: could something else be suggested? In order to answer to this problematic, we can develop four parts: firstly the daily objectives of multinationals, secondly the new ways of managing people in the 21st century, then the consequences it could have on workers and at last the things which can be consider as essential and which should be proposed in order to improve both profits and work life. Table of contents: Introduction I/ The goals of multinationals in a global changing economical environment II/ The new ways of managing people in the 21st century III/ Concerning the workers, new ways of managing people have a lot of consequences ConclusionThe three documents we have studied in class are taken from different sources of international press. The first is an editorial cartoon extracted from the Internet which focus is new American means to organize work places. The second is composed of to different ...Thu, 03 Jul 2008 18:47:26 +0200 http://www.oodoc.com/49589-environment-business-organisation.phphttp://www.oodoc.com/49589-environment-business-organisation.php Nowadays, companies are changing a lot. New stakes are enlighten every day: in this context multinational have to reinvent themselves in order to be very competitive in a context of cutthroat competition. What are the consequences for business organisation? Table of contents: Introduction I) The goals of multinationals in a changing economic environment lead business to reorganise itself II) The coming of the new organisation III) The spreading of team workNowadays, companies are changing a lot. New stakes are enlighten every day: in this context multinational have to reinvent themselves in order to be very competitive in a context of cutthroat competition. What are the consequences for business organisation?Thu, 03 Jul 2008 18:37:20 +0200 http://www.oodoc.com/48978-resources-competences-competitive-advantage.phphttp://www.oodoc.com/48978-resources-competences-competitive-advantage.php Strategic Management refers to three elements: the strategic position who leads to make strategic choices which will permit to turn strategy into action. Though, these elements are strongly linked together in this essay we will focus on the first step. An organisation is a set of interdependent elements, which in turn are dependent which the external environment. Resources of a firm mean tangible assets such as production facilities, raw materials, financial resources, real estate; intangible assets which are for instance brand names, company reputation, technical knowledge, patents; and organisational capabilities such as skills or way of combining assets. For instance Dell computer built its growth by creating an organisation capable of the speedy with inexpensive manufacture and delivery of custom-built PCs. Dell subsequently revolutionized its own “system” using the Internet to automate and customize service, creating a whole new level of organisation capability. A competence means the way to obtain the best from the resources, to turn inputs into outputs. Thanks to this capability firm can create competitive advantage. A competitive advantage allows the firm to be more performant than its competitors thanks to the unique feature of its core competences. A company can gain competitive advantage by adopting management approaches that satisfy customers thanks to cost competitiveness, high quality products, speed and innovation. While an internal capacity is obviously a prerequisite to create competitive advantage, it is not enough to gain a sustainable, unique and durable competitive advantage. Indeed as we will see in this essay, each company must consider a great number of factors like the macro-environment, competitors and customers to really have a complete view of the situation and adapt its strategy (Johnson, Scholes and Whittington, 2005, p. 8).Strategic Management refers to three elements: the strategic position who leads to make strategic choices which will permit to turn strategy into action. Though, these elements are strongly linked together in this essay we will focus on the first step. An ...Thu, 03 Jul 2008 18:34:44 +0200 http://www.oodoc.com/51044-marketing-japan-coca-cola.phphttp://www.oodoc.com/51044-marketing-japan-coca-cola.php Coca-Cola in Japan: how to be an innovative brand and product without changing company's values? Agenda: 1) Diagnostic - SWOT analysis 2) Distribution 3) Past communication 4) Consumers 5) Image 6) Strategy 7) Analysis diagnostic 8) Recommendations ConclusionCoca-Cola in Japan: how to be an innovative brand and product without changing company's values? Agenda: 1) Diagnostic - SWOT analysis 2) Distribution 3) Past communication 4) Consumers 5) Image 6) Strategy 7) ...Thu, 03 Jul 2008 10:37:54 +0200 http://www.oodoc.com/48977-company-strategic-marketing-position.phphttp://www.oodoc.com/48977-company-strategic-marketing-position.php 'Understanding a company's capabilities is the key to a strong strategic marketing position' (Anon). By utilising theoretical models, supported by real-life examples, discuss the usefulness and practicality of this broad statement. Extract: The capacity to analyse the sources and methods of wealth creation and capture in a company is essential in an environment of rapid technological changes. That ensures a strong marketing position which allows gaining sustainable competitive advantage. It means that creation of wealth depends in large measure on internal technological, organizational and managerial processes inside the firm (John Wiley and Sons, Ltd, 1997). Firm-specific capabilities can be source of advantage exploiting existing internal and external firm specific competences to address changing environment. The concept of 'dynamic capabilities' can be found in Schumpeter (1942), Penrose (1959), Nelson and Winter (1982) or Prahalad and Hamel (1990). Each author emphasizes on the development of management capabilities and difficult-to-imitate combinations of organisational, functional and technological skills. An organisation is a set of interdependent elements, which in turn are dependent which the external environment. Resources of a firm mean tangible assets such as production facilities, raw materials, financial resources, real estate; intangible assets which are for instance brand names, company reputation, technical knowledge, patents; and organisational capabilities such as skills or way of combining assets (...)'Understanding a company’s capabilities is the key to a strong strategic marketing position' (Anon). By utilising theoretical models, supported by real-life examples, discuss the usefulness and practicality of this broad statement. Extract: The ...Fri, 27 Jun 2008 10:45:34 +0200 http://www.oodoc.com/48976-marketing-wto-world-bank.phphttp://www.oodoc.com/48976-marketing-wto-world-bank.php If the World Trade Organisation (WTO) and the World Bank are designed to facilitate world trade, why are they subject to so much criticism and how far is the criticism justified? Illustrate your answer by reference to (geographical) areas of the world where criticism is high. Extract: Following the Second World War, victory countries sought about creating institutions in order to prevent economic causes of possible new wars and regulate the extraordinary increase of exchanges worldwide. From this idea three world institutions have emerged which are the World Trade Organisation (WTO), the World Bank and the International Monetary Fund (IMF). In this essay we will focus on the first two. First of all the WTO was created to replace the General Agreement on Tariffs and Trade (GATT) following the last round of negotiations of the GATT, the Uruguay Round which took place between 1986 and 1994. The WTO was borned in 1995 and today 151 countries are members. The WTO is a world organisation dealing with the global rules on trade between nations, it is a place of negotiations between members of governments about such broad and different topics as health, agriculture, patent, trade... It has three essential goals which are allowed trade without discriminations, freer trade gradually thanks to negotiations and promoting fair competition. The WTO is also a place of discussion about common issues between nations and a place where are settled trade disputes. More precisely the goal of WTO is extending the principles of free-exchange to all the sectors of society eliminating all kind of discrimination like tariffs' barriers. The World Bank is presented as a source of financial and technical assistance for the developing countries around the world. Its challenge is to decrease (...)If the World Trade Organisation (WTO) and the World Bank are designed to facilitate world trade, why are they subject to so much criticism and how far is the criticism justified? Illustrate your answer by reference to (geographical) areas of the world where ...Fri, 27 Jun 2008 10:43:19 +0200 http://www.oodoc.com/48975-busines-ethics-oxymoron.phphttp://www.oodoc.com/48975-busines-ethics-oxymoron.php The question to determine if Business Ethics can be an oxymoron is very relevant because, firstly, these two areas seem to be very incompatible. Indeed if we have a look to their respective definitions they do not work together first. Succeeding in business is largely about advancing our own private interests, aggressively competing against other people, beating them out for the same prize, and having unlimited ambition for money, position, and power. The moral life, by contrast, focuses on our duties to others, not to hurt anyone (deliberately or accidentally), to place other people's interests ahead of our own when it's called for, and always to treat others with the dignity and respect they deserve. An oxymoron is the juxtaposition of two apparently contradictory words or concepts. The very contradiction that is inherent in Business Ethics is an indication of the challenge that individuals who work for organisations face when they have to take decisions that involve conflicts of interest. Aim of business and ethics are contradictory and incompatible (apparently). Business ethics put values in conflict according to Treviño and Nelson (2007).The global concept of business is fundamentally based on the principle of competition for limited resources. That means the practice of maximising one's gains at the expense of others. The outcome is the creation of a hierarchy of those who have and those who have not. Therefore the aim is « to eliminate » the others in order to obtain more. As said Mielton Friedman: « The social responsibility of business is to increase its profits ». For Albert Carr (1968) (...)The question to determine if Business Ethics can be an oxymoron is very relevant because, firstly, these two areas seem to be very incompatible. Indeed if we have a look to their respective definitions they do not work together first. Succeeding in business ...Fri, 27 Jun 2008 10:41:41 +0200 http://www.oodoc.com/46960-marketing-cultural-audit-edf-eon.phphttp://www.oodoc.com/46960-marketing-cultural-audit-edf-eon.php This PowerPoint presentation aims at presenting what we could call a comparative "cultural audit" of two competitors in the energy industry, EON and EDF. First, an overview of the specificities of the European energy market is done, followed by a quick presentation of key financial figures depicting the financial structure and health of the two competitors. A focus is then put on their strategy and their choices relative to environment, social responsibility and innovation. Their stated mission and vision statements and the culture they present on their websites is then analyzed through observable artefacts, and then challenged according to customers' perception and figures to discover whether the values they promote are a reality or not in the firm. Table of contents: 1. Overview of the European energy market 2. General information about EDF & EON 3. Companies' overview 3.1. Financial key figures & Shareholders' structure 3.2. Financial key figures & Shareholders' structure 3.3. Promoting Innovation: How we preparing for the future? 3.4. Customer's perception 4. Artefacts: Visual symbols embedding culture 4.1. Browing EDF website... 4.2. Browing EON website... 4.3. Comparing their representation of Sustainable Development 4.4. Different Communication styles for different strategies 5. Cultural audit: a gap between values and reality? 5.1. Both promote diversity... (graphs and figures) 5.2. EDF: Learning and Sharing 5.3. EON: Humility and will to improve 5.4. Assessing their Cultural Competitive AdvantageThis PowerPoint presentation aims at presenting what we could call a comparative "cultural audit" of two competitors in the energy industry, EON and EDF. First, an overview of the specificities of the European energy market is done, followed by a quick ...Fri, 27 Jun 2008 10:37:44 +0200 http://www.oodoc.com/46956-marketing-maruti-udyog-limited.phphttp://www.oodoc.com/46956-marketing-maruti-udyog-limited.php Maruti Udyog Limited (MUL), a joint venture between Indian Government and Suzuki Motor Corporation of Japan is India's largest automobile company in 2005. It operates in the passenger vehicle market, manufacturing affordable fuel efficient cars for the Indian masses. Its "flagship product", Maruti 800 small sized car, has been its best selling car in India since decades until 2005 when it has been overshot by Maruti Alto, a model which could dangerously cannibalize the traditional M800 that used to be the only car in the entry-level segment in Indian automobile industry. Hence, this ECCH case study subtitled "the pricing dilemma" highlights the new challenges that Maruti's pricing, marketing and overall strategy will have to face to remain coherent vis-à-vis market needs and its mission, if they want to remain leader in the Indian passenger car industry: Which future for the M800? How should Maruti adapt its pricing and marketing strategies to keep a sustainable healthy growth regarding fierce competition? After exposing a key information concerning Indian automobile industry and MUL positioning on the market, we will analyse the reasons of the thorny pricing issue that MUL is facing today because of the M800-Alto duo, and we will expose the main threats that MAruti is facing in 2005. Eventually, we will propound some recommendations regarding MUL's pricing, marketing and overall strategy for the future. This reflection has been guided thanks to a Harvard case study. Table of contents: I) Context overview: key points to understand the issue 1.1. Car industry in India, Maruti's positioning & Competition overview 1.2. MUL product portfolio II) Challenges met by MUL and new threats 2.1. M800 pricing strategy to fight competition: cutting cost and price down 2.2. Internal threat: M800-Alto duo, a pricing dilemma 2.3. External threat: growing competition III) Analysis and strategic recommendations 3.1. Revising the Communication and Advertising strategy 3.2. Jumping on new business opportunities 3.3. M800: "To keep or not to keep?" 3.4. Improve customer relationship management ConclusionMaruti Udyog Limited (MUL), a joint venture between Indian Government and Suzuki Motor Corporation of Japan is India's largest automobile company in 2005. It operates in the passenger vehicle market, manufacturing affordable fuel efficient cars for the Indian ...Fri, 27 Jun 2008 10:32:14 +0200 http://www.oodoc.com/46955-marketing-google-business-model.phphttp://www.oodoc.com/46955-marketing-google-business-model.php Google is the more powerful engine research and four elements separate Google from its competition: speed, accuracy, objectivity and ease of use. Google's targeted advertising program, which is the largest and fastest growing in the industry, provides businesses of all sizes with measurable results, while enhancing the overall web experience for users. We will remind the governance model with the anticonformist spirit then we try to explain the business model and the threat linked and eventually we emphasise the opportunity and threats anchored in this industry with the phenomena of convergence. Table of contents: Introduction 1) Google Inc. anticonformism and original governance model embodying their corporate values 2) Google's business model's features 3) Threats and controversies ConclusionGoogle is the more powerful engine research and four elements separate Google from its competition: speed, accuracy, objectivity and ease of use. Google's targeted advertising program, which is the largest and fastest growing in the industry, provides businesses ...Thu, 26 Jun 2008 16:15:53 +0200 http://www.oodoc.com/46953-marketing-blackberry-case-study.phphttp://www.oodoc.com/46953-marketing-blackberry-case-study.php In 1984, M. Lazaridis and D. Fregin found Research In Motion, an electronics and computer consulting company focused on wireless cutting-edge technologies. Their expertise in designing and manufacturing power-efficient and compact data communication products enables them to successively enter Toronto stock exchange and the NASDAQ. In 1999 Research In Motion, small Canadian company, launches a very innovative service through its Blackberry product, mainly targeting professional users. It was rapidly a success and in end 2001 almost 50000 units had been sold. The service keeps performing well even during the 2000s IT recession. After exposing key information concerning RIM's activities and the positioning of its Blackberry products, we will show to what extent their distribution channels have matured from an "evangelistic"early phase method to more financially driven volume programs and we will expose the main challenges for Blackberry in 2001. Eventually, we will decide which distribution strategy should be use for RIM to remain sustainable on is North American market and on new one. This reflection has been guided thanks to a Harvard Case Study. Table of contents: I) Context overview: key points from the case study 1.1. An innovation depending on technological improvements and Infrastructure 1.2. Two different customer types, two different relationships to the product 1.3. Threats to Blackberry's position II) Distribution channel strategies, one of the 4 marketing "Ps" 2.1. Promotion and Distribution 2.2. GSM/GPRS networks offer new opportunities: Entering Europe and Asia/Pacific III) Recommendations: which channel to use from 2001? 3.1. Direct sales as the most effective way to sell a product 3.2. Overcoming these limitations: carrier-based distribution strategy 3.3. The right model: a hybrid one ConclusionIn 1984, M. Lazaridis and D. Fregin found Research In Motion, an electronics and computer consulting company focused on wireless cutting-edge technologies. Their expertise in designing and manufacturing power-efficient and compact data communication products ...Thu, 26 Jun 2008 15:48:22 +0200 http://www.oodoc.com/46952-strategy-competition-nokia.phphttp://www.oodoc.com/46952-strategy-competition-nokia.php What is the industry(ies) in which Nokia wants to be? Under which conditions could it be sustainable? What are its boundaries and its rules of the game? Which kind of industry model are we converging to? Those were the good old days when Nokia used to be just a cell phone maker. Google used to be just an Internet company. Now Nokia wants to be an Internet company and Google, according to growing speculation among bloggers and technology analysts, may be about to enter the mobile phone arena. How can we explain this strategic shift for Nokia, the world leader in mobile communications? Won't Nokia deplete all its energy and resources on diversifying its products and services? Moreover, how could we describe the current playground that big firms like Microsoft, Google, Apple, Nokia are entering? And what will their future be made of? This report aims at offering some answers to key questions concerning the sustainability of Nokia's strategy on a long term. Moreover, in the light of the analysis of Nokia's positioning, we will try to define more precisely the trends of this moving industry Nokia plays into to determine which kind of industry model we are converging to. Table of contents: Summary Contents 1. About Nokia 1.1. Overview: Nokia in the industry 1.2. Handset manufacturing: an inherited cash-cow 1.3. A strategy based on expansion through innovation and differentiation 1.4. Like Apple, Nokia uses short-run planning 2. Strategic shift: device maker or service provider? 2.1. Nokia seduced by mobile services and content industry 2.2. An ambidextrous company? 2.3. Is the motto "Connecting people" still relevant? 3. Perspectives for the future 3.1. Too much diversification could lead to a zero-sum 3.2. Mobile Internet: still a long way to go 3.3. Blurred frontiers between device/service/content providers: Industries start to overlap 3.4. Full convergence of services implies "mammoths" partnership Conclusion WebographyWhat is the industry(ies) in which Nokia wants to be? Under which conditions could it be sustainable? What are its boundaries and its rules of the game? Which kind of industry model are we converging to? Those were the good old days when Nokia used to ...Thu, 26 Jun 2008 15:44:13 +0200 http://www.oodoc.com/46798-presentation-burberry.phphttp://www.oodoc.com/46798-presentation-burberry.php The story of Burberry started in 1856 when Thomas Burberry, a 21 year old draper's apprentice, opened his own store in Basingstoke, Hampshire. In 1880 he invented the famous gabardine now associated to the Brand's name in customer's unconscious (...) Table of contents: Corporate Profile The Story The product The Target Distribution International distribution Directly operated stores Wholesale Licensing Shop on line Brand asset management The Burberry Touch Store management The example of Burberry London launch Launch strategy Bottle : innovation and design Iconic Packaging Marketing strategy In store environment Burberry in numbers Conclusion ReferencesThe story of Burberry started in 1856 when Thomas Burberry, a 21 year old draper's apprentice, opened his own store in Basingstoke, Hampshire. In 1880 he invented the famous gabardine now associated to the Brand's name in customer's unconscious (...)Thu, 26 Jun 2008 15:23:58 +0200 http://www.oodoc.com/46731-case-walt-disney-michael-eisner.phphttp://www.oodoc.com/46731-case-walt-disney-michael-eisner.php Business strategy: an assignment answering the following questions: 1. How did Walt Disney build his empire? What was the pattern in his stream of action? 2. What happened in the years between Walt Disney's death and the arrival of Michael Eisner? Do a SWOT analysis of the company as Eisner must have done it when he took over. 3. What changes in business-level strategy did Eisner introduce in each of Disney's principal lines of business? Why were they successful? 4. How did Eisner's corporate level strategy add value at the business level? What were the element of his strategy, and why was it so successful? 5. What is happening to Disney today? Is the company as successful as it was in the 1990s? If not what is wrong? Extract: Walt Disney was a real visionary in term of cartoon. He developed his capacity to select new ways to build special cartoons, with a "Disney's cachet" that was going to be the most famous brand in term of animation and cartoon. In fact, Walt Disney saw the real interest of consumers in cartoon movies before all current studios in those days. Above all, the basis of Disney's empires is Walt Disney's creation genius combined with a sense to find good opportunities. First of all, Walt Disney began to retain all the rights to his characters, films and distribution after a lesson given by Charles Mintz in reason of the battle concerning the rights about Oswald the Rabbit: first lesson and beginning of Walt Disney's venture of implementing an image ("Magic Disney") and a high level of development and diversification (...)Business strategy: an assignment answering the following questions: 1. How did Walt Disney build his empire? What was the pattern in his stream of action? 2. What happened in the years between Walt Disney's death and the arrival of Michael Eisner? ...Thu, 26 Jun 2008 15:20:43 +0200