Defining the Issues: Ruth Chris was offered as a newly public organization (IPO) back in 2006 and needed to develop a new business strategy focused on continued growth local and or international. Current stores were seeing consistent revenue growth but the stakeholders needed to see business exposure on the international level for increased revenue. Ruth Chris was challenged with Wall Street expectations for revenue growth and the direction of which it will take next. Foreign expansion plans were identified in Ruth’s Chris senior management team which created interest in international opportunities. Ruth Chris had the following issues on hand; First, Dan Hannah had to decide which countries offer the greatest growth potential with the least risk.
The Goals are to increase occupancy rates, focus on business travellers and provide at least a 15% after tax return on any proposed investment. Operating profit for the banks must be at least 11% of revenue per year. We need to improve occupancy rates and attract more business travelers to GR Hotels given the funding and profitability constraints. There are 3 alternatives for GR Hotels. First, we can convert GR Hotels to an upscale hotel.
Name: John Doe Subject: Sales Manangement Professor: Mc. Coy Date: 03/03/2013 Case Study A-2 Appendix A: A.T. Kearney and the New "Defining Entity" When companies combine/merge the whole objective is to gain new opportunities, gain market share, grow the business, to become more innovative and to improve product offerings, utilizing/sharing the existing resources and data. From the case study the company has already been successful in proving that their merger was a win, win. Already they have leveraged off each other by gaining the Rolls-Royce account which would fall under a combined strength category, they were able to provide together more services to Rolls-Royce that individually they previously could not offer. Why these opportunities, and why did I decide this, because each company already possesses and provides services and strengths in individual fields, and has a history of established relationships within given market segments.
The next step for Kudler is to identify place. The term place is defined as “the means by which your customer acquires your product” (Marketing for Profits, Ltd., 2004). In the case of Kudler, the place would depend on how it sells its product. Kudler has many choices which range from using the internet, taking orders over the phone or in person (direct sale). The internet – Kudler may add to its website a link to view its catering service, which includes a list of products and prices.
Your shoppers must always be able to find these necessity items in stock whenever they are needed. These much needed products include household cleaners, health and beauty items, paper products and food items. As the current market structure of the dollar general store is important we look at the effect of government regulations. As seen in the last couple of years, DG has started offering advanced in-store services to their employees which in turn is passed to the consumers. However, more services can be added to attract consumers the best thing any business person can do is to get familiar with the country that you’re targeting.
Which of the four growth options should Waldorf pursue? Explain the positive and negative implications of your recommended strategy. Option #1 which calls for defending eHarmony’s position as the leading matchmaking company in the long-term relationship segment of the market – appears to be the optimal strategy. It is clear that beating back Match or Chemistry by rapidly increasing the number of paying members is the litmus test. eHarmony has the opportunity to use new technology to convert non-paying members, who have already created profiles in their member data base, to paying subscribers.
The creation of ebay motors, ebay Real Estate, and the LiveAuctions specialty site, as well as the acquisition of Half.com have all contributed to the growth and diversification of this company. In addition to diversifying its customers and its products, ebay has expanded its business by branching out into domestic markets as well. * Business Strategy: broad differentiation strategy ebay competes in the
In the rental car industry, airport business rentals bring in the largest amount of revenue at 9.6 billion dollars. The largest car rental company, Enterprise is increasing focus on their revised customer loyalty program basing incentives on how much a customer spends. This marketing strategy could pose a concern for Olympic, forcing a review of current programs and marketing strategies. What do you think Watkins should do? Add further incentives to high utilizers based on dollars spent as the business-traveling customers care more about service than cost.
SWOT Analysis Kodak’s strength and Competitive Capabilities Forças da Kodak e Capacidades Competitivas Kodak’s strengths can take several forms as follows: Valuable intangible assets: Kodak’s strengths were its brand equity and distribution presence. After almost a century of global leadership in the photographic industry, Kodak possessed brand recognition and worldwide distribution. Kodak could bring new products to consumers’ attention and to support these products with one of the world’s best known and most widely respected brand names as a huge advantage in the market where technological change created uncertainty for consumers. Kodak’s brand reputation was supported by its massive worldwide distribution presence - primarily through retail photography stores, film processors, and professional photographers. Competitive Capabilities: Prior to 1990s Kodak had invested huge in R&D. Moreover, its century of innovation and development of photographic images gave Kodak tremendous depth of understanding of recording and processing images.
Our ships operate on a selection of worldwide itineraries that call on approximately 380 destinations. We compete principally on the basis of quality of ships, quality of service, variety of itineraries and price. Historically, our primary focus has been to serve the North American cruise market through our two main global cruise brands, Royal Caribbean International and Celebrity Cruises. Throughout the years, we have expanded our focus to increase international passenger sourcing by opening offices in the United Kingdom, Germany, Norway, Italy, Spain, and, during 2007, in Singapore and China. We recently further expanded our global base through our 2006 acquisition of Pullmantur Cruises, which provides us with a brand to serve the cruise markets in Spain and Latin America.