2 OUTLINE STEVE JOBS AND ABOUT APPLE MISSION VISSION AND ORGANIZATIONAL CHARTSWOT ANALYSISMANAGEMENT STYLE AND COMPETITORSSECRETS OF APPLE’SCONCLUSSION
3 STEVEN PAUL JOBSSteven Paul Jobs is one of co-founders of Apple. In the late 70’s, he created first personal pc with other co-founder Steve Wozniak. Steve Jobs worked as head of board of Next Computer and Pixar. In 1985, he Fired from board of directors.After that he found Next Computer Company. In 1986, he bought Pixar from Lucasfilm. In 1997, he returned Apple after Apple’s buying Next. In 2007, Fortune magazine select him the most powerful business man. Until 5 weeks before his death, he was the chairman of the APPLE’s board (ceo) and general manager.
4 CHARACTERISTIC OF JOBS Firstly, Steve Jobs was a man who always aimed the perfect in all of his works so, to reach the perfect, he focused unbeliveable to his job. He did not care what others says. He never talked about what he had done and gave importance to privacy. He was a perfect speaker since this he has great ability to persuade others. But accoring to some, his these features was outcome of his narcissist personality. He did not usually care about others thinkings. He never believed that someone would perform a job better than him so he did not give he did not share any responsibilities related with strategic jobs. Thus, most people think that there is not any creative ones inside Apple. This causes quering of Apple’s creative force after Jobs.
5 ABOUT APPLE, INC. Apple was founded in 1 April 1976 Incorporated in 3 January 1977Headquarters-Cupertino, CaliforniaCo founders-Steve Jobs, Steve WozniakIndustry-Computer software, computerhardware, consumer electronicsCEO-TIM COOKRevenue$ billion (2012)Profit$ billion (2012)Employees 72,800 (2012)
6 A COMPARISIONApple has a 41.7 billion dollars of net income as of November whilst;Microsof, ebay, Google, Facebook, Amazon, Yahoo have a net income of 34.4 billion dollars of net income together.Dell, Asus, Acer, IBM, Lenovo have 19.4 billion of dollars net income together.Numbers tell a lot about Apple’s uniqueness in the sector.
7 PRODUCTS Hardware-Mac pc series, Apple Remote Desktop Software – Mac OS X, MAC X Server, QuickTime, i Life, i Work, etc.Consumer Electronics – i pod, i pod hi-fii phone, APPLE TV
8 MISSION To produce best PC’s in the world. To lead digital revolution Reinvent mobileDefining mobile media and computing devices future
9 APPLE’S VISIONApple is commited to bringing the personal computing exercise to students, educators Creative professionals and consumers around the world through its innovative hardware software and Internet offerings. In sum, Apple’ s vision is to become the ‘’best’’ at designing and manufacturing electronic devices in the world.
11 STRENGHTS Customer loyalty combined with expanding closed ecosystem Apple is a leading innovator in mobile device technologyStrong financial performance ($10,000,000,000 cash, gross profit margin 43.9% and no debt)Brand reputationRetail storesStrong marketing and advertising teams
12 WEAKNESSES High price Incompatibility with different OS Decreasing market sharePatent infringementsFurther changes in managementDefects of new productsLong-term gross margin decline
13 OPPORTUNITIES iTV launch Emergence of the new provider of application processorsGrowth of tablet and smartphone marketsObtaining patents through acquisitionsDamages from patent infringementsStrong growth of mobile advertising marketIncreasing demand for cloud based services
14 THREATS Rapid technological change 2013 tax increases Breached IP rightsPrice pressure from Samsung over key componentsStrong dollarAndroid OS growthCompetitors moves in online music market
15 A Different Management Style Ceos usually did not want their most talented workers to work during holidays, but Jobs did it for years. That is his most talented workers worked no matter holiday it was holiday or not. Yet, Jobs was more important than life for his employees. Steve Jobs was a Ceo whose existence was felt even he was not around the workplace.
16 After Apple was better understood, its enemies, and fans noticed a different firm. That is, Apple was firm which use different methods apart from ones had developed by management science for decades. But in reality, it was not the case.
17 Apple was full of secrets in a time when transparency was dominant manner in business world. Apple only expected from its workers to obey the commands not to create ideas. This case is almost same today.
18 SMART PHONES: COMPETITORS In this product category, ıts main rivals can be said as LG, SAMSUNG, NOKIA, and Google and Android which is the top player.
20 Industry AnalysisApple Inc, has broad portfolio of industry sector. Sectors in which Apple perform business can be classified into 4 categories; the computer industry, Mobile devices(phones, and tablets) and movie download industry.
21 THE ONE MANApple equals to Steve Jobs. Steve Jobs can be said as a dictator in Apple. All of desicions was made by Steve Jobs no matter it was small or big. He used to scold his employees. However,there was a great respect inside the organization to Steve Jobs.
22 His effect in company still remain His effect in company still remain.. Employees ask themselves what Jobs would do if he was alive. Same effect also can be observed in Disney for its founder Walt Disney.
23 APPLE THE DARK HORSEThere are 2 types of privacies in Apple. One is internal privacy, and the other one is external privacy. It is not allowed to employees to give any information to outside includes their families. Apple can have a claim to employees if they behave in opposite manner.
24 APPLE THE DARK HORSESome parts in the company that are forbidden to enter. You can not enter these parts if you are not allowed whatever your position is. In sum, you are provided information about what you are expected to do.
25 DESIGNApple produces artwork not only electronic device. Jobs always worked with people who have artifical point of view. Design process starts with product and end with packaging. Designers are employees who have most respect inside Apple. Designing is the only department that directly give reports to CEO.
26 ConclusionApple is a company that things mostly done over Steve Jobs such as one man company.Today, it is possible to have some difficulties on creation side since lacking creation inside AppleHow will Apple deal with this case? Time will show.It’s success is the outcome of it’s unique management style that relies on mostly Jobs.The success that Apple reached with Steve Jobs is not a coincidence.
27 Strategic Management and Business Policy GÖKHAN GELMEZGÜRHAN DEMİRMEHMET AKDEMİRERSEL ERDEMALP AYKUTLUİBRAHİM DEVECİ
28 Contents: About Turkish Airlines Meeting customer needs Globalisation SWOTStrategic Partnership & AlternativesResearch and devolopmentConclusions
29 1. About Turkish Airlines TURKISH AIRLINES COMPANYTurkish Airlines has been established in 1933The company’s head Office is located in Istanbul (TURKEY)Total assets of nearly: 6 billion EUROTurkish Airlines is a global airlines company has overall personnelsTurkish Airlines is member of Star AllianceIs the only4 Star Airline in all categories in Europe.network consists of 27 member airlines
30 MissionTo become preffered global Airline copmany with flight safety, reliability, service quality.VisionA continued growth trend over industry averageZero major accidents/crashesA personnel constantly developing their qualificationsSales and distribution costs below industry averages
31 History of Turkish Airlines The "State Airlines Administration" operating under the supervision of the Ministry of National Defense has been established on the 20th of May.(1933)Number of passengers increased from to in 1945(1945)The first international voyage "Ankara-Istanbul-Athens" was flown on the 12th of February.(1947)Turkish Airlines Inc. was established on the 1st of March with a capital stock of 60 million TL .(1956)Sales offices were opened in Rome and Athens.(1959)The network grew with the addition of Amsterdam, Belgrade and Tabriz.(1965)The Düsseldorf and Stuttgart route have been put into service.(1971)The airline became an international aviation organization possessing 27 aircraft, seats and personnel.(1982)
32 The number of personnel employed has reached 5.775.(1983) The Information Processing Center in the Ataturk Airport has been put into service. All reservation and lost baggage transaction have begun to be managed in an electronic environment. (1985)In October, THY passengers were invited to join the loyalty program, “Miles & Smiles”.(2000)On 9 December, electronic ticketing was begun and online check-in procedures were adopted.(2003)The number of passengers carried exceeded 12 million.(2004)Turkish Airlines was granted the “National Quality Award” in aviation.(2007)In April Turkish Airlines became the 20th member of Star Alliance.(2008)A new promotional campaign was begun with the slogan, “Feel Like A Star”.(2009)Skytrax, a traveler website based in the UK, rated Turkish Airlines Europe’s best for 2010.(2010)Best airline in Europen in 2012.
33 Financial Situation - 2012 Symbol Last Price Change THYAO 9,00 + 1,81 %Capital Market Value Price/Earning Ratio9,47027 Balance Sheet Term13-03 Net Profit Free Float Ratios49,93 % Number of Stock
34 GROUP COMPANIESANADOLU JETSUN EXPRESSAIR BOSNATURKISH CARGOTURKISH TECHNICTURKISH GROUND SERVICES (TGS)THY OPET (PETROL COMPANY)Note: Sun Express founded in October 1989 as a subsidiary company of Lufthansa and Turkish Airlines. Owned 50% - 50% by THY and Lufthansa, respectively.
35 2. Meeting Customer Needs 2.1. Niche MarketTurkish Airlines, started flights from Erbil and Bagdat to Europa and Arabia after the war. Therefore, Irak was niche market* for Turkish Airlines.* A niche market is a focused, targetable portion of a market. A business that focuses on a niche market is addressing a need for a product or service that is not being addressed by mainstream providers.
36 2.2. Innovation 2.2.1. Technological Turkish Airlines will launch its Live TV and Internet Services on its flights Turkish Airlines will be the first carrier to offer live, inflight television on Trans-Atlantic flights. Turkish Airlines will also become among first European carriers by introducing wifi internet access to it passengers.Turkish Airlines will debut Live TV and connectivity via seatback portal, a first for commercial intercontinental flights. This is made possible through the use of the PLANET IFE Platform, a Global Communication Suite System developed by Panasonic Avionics Corporation. This system will also provide wireless Wi-Fi Internet after full testing and certification.
37 Live TV on intercontinental flights is a first and will feature a variety of programming including uninterrupted access to BBC World, BBC Arabic and Euronews channels with sport channels to soon be added. Seats are also equipped with in-seat power that allows charging of mobile devices as well as continuous Internet connectivity.Thanks to this program will be able to do so online and, via a Customer Services link, passengers will be able to provide feedback on their experience with Turkish Airlines.
38 2.2.2. A chef services on board Turkish Airlines (THY) has started a new service on its İstanbul-New York flights to attract discerning customers to its business and first-class sections.With the program, the flying chefs will pay meticulous attention to every detail of the meals, helping the cabin crew to serve the dishes in the most professional way, and thus the company will offer its customers the quality of a luxurious restaurant over the clouds.
39 3. Globalisation *Hong Kong 3.1. More than 200 destination worldwide * New York*Berlin*Medinah*London *Frankfurt*Dubai*Caira*Moscow*Atlanta*Las Vegas*Casablanca* Erbil …
40 3.2. Awards- Turkish Airlines named "Best Airline Europe", "Best Premium Economy Seats" and "Best Airline Southern Europe" by Skytrax.Turkish Airlines wins the"Market Leadership Award 2011"by Air Transport World.
41 Turkish Airlines Swot Analysis StrengthsTHY has new fleetsStrong financial statementQualified staffsMember of the Star Alliance3 Class choices:economy, comfort businessLots of food choices( breakfast, vegeatarian)More than 200 flight destination worldwide.Lots of sales agents.
42 Weaknesses Brand loyalty is low. Higher prices. The capacity problem of Atatürk Airport.
43 Opportunities Growing market, despite the economic crisis A popular tourism destination.Close to the Europe.New visa agreements with countries of Turkish Government.
46 SponsorshipsTurkish Airlines is currently an official sponsor of FC Barcelona, Manchester United F.C., Maroussi Basketball Club,Valencia Basket Club and the Turkish Airlines Euroleague Basketball.
47 The airline also has Kobe Bryant as its brand promotion ambassador and Caroline Wozniacki, the No. 1 female player in the 2010 and 2011 tennis season, has become the new face promoting Turkish Airlines Business Class and Comfort Class through 2013.
48 Research and Development The airlines has a maintenance centre at its hub Atatürk International Airport (IST) in Istanbul. Turkish Airlines Maintenance Center (THY Technic) is responsible for the maintenance, repair and overhaul of THY's aircraft, engines and components.Turkish Technic is to open a new engine center in partnership with Pratt & Whitney at Sabiha Gökçen International Airport (SAW). The facility will provide engine maintenance, repair and overhaul services to customers worldwide.
49 Turkish Airlines Aviation Academy is one of the pioneer training centers in aviation sector which provides classroom training for approximately people and e-learning for people with expert instructors in their field.Academy’s basic trainings areTechnical TrainingsQuality and Management TrainingsCommercial and Ground Handling TrainingsMarketing and Sales TrainingsComputer and IT Trainings
50 Istanbul Technical University (ITU) – Turkish Airlines (THY) Technical Design Office Istanbul Technical University (ITU) – Turkish Airlines (THY) Technical Design Office has started its activities within the body of Faculty of Aeronautics and Astronautics at ITU.After being signed of the protocol between Istanbul Technical University (ITU) and Turkish Airlines (THY), which aims at collaborating in actions of research-development and education and using facilities and capabilities jointly, ITU – THY Technical Design Office has started its activities within the body of Faculty of Aeronautics and Astronautics at ITU.
51 CONCLUSION Turkish airline is growing fast. They continue to innovate Turkish Airlines is a global companyTheir reputation is increasing on its customer’s view.They are doing much investment for sponsorships and promotions.Beside that uptrend, just about 500 personnels of Turkish airlines are in strike for 2 weeks. This strike is started in consequence of firing of 305 personnels in 2012.They are expanding their strategic partnerships relatios.
52 Strategic Management and Business Policy GÖKHAN GELMEZGÜRHAN DEMİRMEHMET AKDEMİRERSEL ERDEMALP AYKUTLUİBRAHİM DEVECİ
53 Contents: About Turkish Airlines Meeting customer needs Globalisation SWOTStrategic Partnership & AlternativesResearch and devolopmentConclusions
54 1. About Turkish Airlines TURKISH AIRLINES COMPANYTurkish Airlines has been established in 1933The company’s head Office is located in Istanbul (TURKEY)Total assets of nearly: 6 billion EUROTurkish Airlines is a global airlines company has overall personnelsTurkish Airlines is member of Star AllianceIs the only4 Star Airline in all categories in Europe.network consists of 27 member airlines
55 MissionTo become preffered global Airline copmany with flight safety, reliability, service quality.VisionA continued growth trend over industry averageZero major accidents/crashesA personnel constantly developing their qualificationsSales and distribution costs below industry averages
56 History of Turkish Airlines The "State Airlines Administration" operating under the supervision of the Ministry of National Defense has been established on the 20th of May.(1933)Number of passengers increased from to in 1945(1945)The first international voyage "Ankara-Istanbul-Athens" was flown on the 12th of February.(1947)Turkish Airlines Inc. was established on the 1st of March with a capital stock of 60 million TL .(1956)Sales offices were opened in Rome and Athens.(1959)The network grew with the addition of Amsterdam, Belgrade and Tabriz.(1965)The Düsseldorf and Stuttgart route have been put into service.(1971)The airline became an international aviation organization possessing 27 aircraft, seats and personnel.(1982)
57 The number of personnel employed has reached 5.775.(1983) The Information Processing Center in the Ataturk Airport has been put into service. All reservation and lost baggage transaction have begun to be managed in an electronic environment. (1985)In October, THY passengers were invited to join the loyalty program, “Miles & Smiles”.(2000)On 9 December, electronic ticketing was begun and online check-in procedures were adopted.(2003)The number of passengers carried exceeded 12 million.(2004)Turkish Airlines was granted the “National Quality Award” in aviation.(2007)In April Turkish Airlines became the 20th member of Star Alliance.(2008)A new promotional campaign was begun with the slogan, “Feel Like A Star”.(2009)Skytrax, a traveler website based in the UK, rated Turkish Airlines Europe’s best for 2010.(2010)Best airline in Europen in 2012.
58 Financial Situation - 2012 Symbol Last Price Change THYAO 9,00 + 1,81 %Capital Market Value Price/Earning Ratio9,47027 Balance Sheet Term13-03 Net Profit Free Float Ratios49,93 % Number of Stock
59 GROUP COMPANIESANADOLU JETSUN EXPRESSAIR BOSNATURKISH CARGOTURKISH TECHNICTURKISH GROUND SERVICES (TGS)THY OPET (PETROL COMPANY)Note: Sun Express founded in October 1989 as a subsidiary company of Lufthansa and Turkish Airlines. Owned 50% - 50% by THY and Lufthansa, respectively.
61 STARBUCKS Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time SEDEF GÜLSÜM AKSUGÖZDE GÜLENAYDINESRA NAZLIGÜLBURAK ŞİMŞEK
62 OUTLINE About Starbucks: Overview Social Responsibility Howard Schultz History of starbucksStrategiesMission statementsCorporate CultureSocial ResponsibilityFour P’s AnalysisS.W.O.T AnalysisPorter’s Five ForcesStrabucks TurkeyStarbucks With NumbersConclusion
63 OVERVIEWStarbucks is the premier roaster, marketer and retailer of specialty coffee in the world that established in 1971 in Seattle, WashingtonThe logo and name of Starbucks originates from the story of “Moby Dick.”The logo is an image of a "twin-tailed siren“.Known for its quality coffee and stylish atmosphere.Operating more than 18,000 stores worldwide coffeehouses in more than 60 countries. It is the number one brand coffeehouse chain in the world
64 LIFE OF HOWARD SCHULTZHoward Schultz was born in Brooklyn in the year 1953 and grew up in the federally subsidized Canarsie housing project in the Brooklyn.He graduated in Michigan University. He studied communication.Before starting up his own coffee shop Howard Schultz worked for a variety of other jobs but for a long time he worked for Hammarplast and also Starbucks before he bought it.He is married with 2 childrenThe characteristics that made Howard Schultz successful were: Perseverance,Hard Work and Passion for Coffee
65 rTIMELINEThe beginning of Starbucks: Starbucks was established in 1971 by Zev Siegel ,Gerald Baldwin and Gordon Bowker, They inspired and mentored by Alfred Peet.In While at Hammerplast, Schultz noticed that a small Seattle company named Starbucks was buying an unusually high number of Hammerplast's espresso machines. Then he decided to go seattle and look Starbucks. He impressed to starbucks and decided to work here. It took Schultz a year to convince the Starbucks owner to hire him. He was working as a director of retail operations and marketing.Schultz had a vision for Starbucks: Wanted to expand the company. When he went to Italy he discovered espresso bars in Milano and decided opened cafe like them. But owner’s of Starbucks didn’t accept this offer. Whereupon, howard left them and opened his own company called by Il Giornale, meaning ‘the daily’ in Italian.
66 TIMELINEIn 1987 Starbucks was put up for sale. Il Giornale acquires Starbucks assets with the backing of local investors and changes its name to Starbucks Corporation.He also changed the logo.In 1990’s: Starbucks expand rapidly. In 1991, Starbucks becomes the first privately owned U.S. company to offer a stock option program that includes part‐time employees. Opens first licensed airport store in Seattle. Starbucks' initial public offering (IPO) of common stock in June PepsiCo and Starbucks entered into a joint venture arrangement. They begins serving Frappuccino. Establishes The Starbucks Foundation, in 1997.2000’s: Schultz become Chief Global Strategies. Company introduces Starbucks card. Also, Starbucks make a deal many company. Open new roasting facilities. In 2008 howard Schultz become a chief executive officer of the Starbucks. It entered to turkey market in 2003.
67 STRATEGIC DECISIONSOffering Starbucks coffee on United Airlines flights.To sell premium teas through Starbucks’ own Tazo Tea Company.To purchase Starbucks coffee online.Distributing whole bean and ground coffee to supermarkets.Producing premium coffee ice cream with Dreyer’s.Selling CDsMinimal advertising & word of mouth & brand recognition
68 FIVE SUCCESS FACTORSOffering Starbucks coffee on United Airlines flights.Their ability to design a strategic approach to growth that quicklySome key demographic groups.The highest-quality employees through dignifying to them.Sustainable supply chain of high quality coffee.The strategic alliances
69 STRATEGIES Focus on Growth Maintain Core Values Respect all cultural valuesOffer high-quality products & serviceCharges a premium priceEncourages a great working environmentAchieve profitabilityEmotional connection between barista and customerTo have their own building in airports, schools,malls etc.
70 STRATEGIES introduction of new products and new distribution channels Sell culture more than sell coffeeWorking with highest qualified partners and giving training them to reach local customersCoffee educationAn exceptional experience and social atmosphere by creating third place between work and home: The chic interior, comfortable lounge
71 CHANGING STRATEGYThe word of ‘coffee’ and border of circle are out of action on the logo .However Howard Schultz said in a webcast: “We’ve allowed [the Siren] to come out of the circle in a way that gives us the freedom and flexibility to think beyond coffee. What is really important here is an evolutionary definition of the logo, which is a mirror image of the strategy.Starbucks earns about 1 billion dollars in year through selling tea
72 HARD ROCK EXAMPLEStarbucks tries to be not only just a coffee store but also to be the most known brand in the world through implementing the parallel strategy with Hard Rock Cafe.Hard Rock Cafe that is #1 in the world – 92% name-brand recognition is a rock 'n' roll themed restaurant, each cafe offers 'one stop shopping' for the rock 'n' roll enthusiast.people have dinner listen to a live band, look at rock memorabilia and buy a souvenir glass, pin or t shirt from the ROCK SHOP is a part of an ‘’experience’’ HRC provides each guest.Just like Hard Rock Cafe Starbucks sells merchandise to increase brand recognition
73 MISSION &PRINCIPLESMission : to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.objective :to establish Starbucks as the most recognized and respected brand in the world.
75 CORPORATE CULTURE Treating employees as family All employees have health insurance and stock optionMore salaries than competitors.Starbucks relied on its baristas to create the ‘Starbucks Experience’Creating proud to work in such successful company through valuesBeing open and honest with employees and let them share in the decision making process.Starbucks has deep knowledge and culture which is difficult to be imitated by competition
76 SOCIAL RESPONSIBILITY Starbucks focuses its efforts on improving social and economic conditions for coffee farmers; minimizing environmental impact; making a positive contribution in the communitiesThey are using more products that are recyclable and they have boxes all to recycle the sleeves off the cups.Starbucks is also a big contributor to local charities, especially the ones that focus onchildren, homeless, AIDS research, and the environment. Also contributing to CARE a world wide effort that sponsored health, education, and humanitarian aid programs in all third world countries where they purchased coffee supplies
77 FOUR P’S ANAYSISPRODUCTS : DRINKSFOOD MERCHANDISE
78 PRODUCT LIFE CYCLEMaturity Stage :Competition appears with similar products in specialty coffee thus, Starbucks has to defend market share while maximizing profit With differentiating their product from that of competitors through quality of its products and environment.
79 FOUR P’S ANAYSIS PRICE: range from $1.00-$4.20 for drinks Surprisingly, this is lower than its rivals, although not by muchStarbucks regular coffee was 4% less expensive and its iced blended drinks were as much as 30% less expensive when compared with specialty competitionWhen compared to quick-service restaurants, however, Starbucks was more expensive. Dunkin’ Donuts’ 16-ounce latte is an average of 17% cheaperPLACE: operating 18,000 coffeehouses in more than 60countries Such as Australia, Canada, China, Germany, Singapore, Thailand, and the United Kingdom to name a few.
80 FOUR P’S ANAYSISPLACE: Starbucks retail stores are typically located in high-traffic, high-visibility locations.Because the Company can vary the size and format, its stores are located in or near a variety of settings, including downtown and suburban retail centers, office buildings and university campuses.The Company can also locate retail stores in select rural and off-highway locations to serve a broader array of customers outside major metropolitan markets and further expand brand awareness.
81 PROMOTION: Starbucks has been able to use a standardized advertisement theme around the world in order to incorporate different cultures.
83 Rivals offer lower prices but not the ‘experience’
84 1. Sound financial records 5. Employee management STRENGTHS1. Sound financial records2. No. 1 brand in coffeehouse segmentvalued at $4 billion3. Starbucks experience4. Largest coffeehouse chain in the world5. Employee managementWEAKNESSES1. Coffee beans price is the major influenceover firm’s profits2. Product pricing3.Negative publicityTHREATS1. Rising prices of coffee beans and dairy products2. Trademark infringements3. Increased competition from local cafes andspecialization of other coffeehouse chains4. Saturated markets in the developedeconomies5. Supply disruptionsOPPORTUNITIES1. Extend supplier range2. Expansion to emerging economies3. Increase product offerings4. Expansion of retail operations
85 STARBUCKS TURKEYThey opened first coffee store in 2003.Now the stores numbers are 65 in İstanbul 22 in Ankara, 14 in İzmir,9 in Antalya 6 in Bursa,5 in Balıkesir,3 in Kocaeli,3 in Aydın, 2 in Adana, 5 in Mersin 2 in Kayseri, 2 in Eskişehir 2 in Afyonkarahisar,1 in Konya totally there are more than 153 Starbucks stores in TurkeyNowadays ; starbucks will launch Starbucks via instant coffee in Turkey stores that operates for 10 years.Starbucks supported a project that enables access to books by young people that are poor through placing book collecting box to 6 of store in AntalyaStarbucks offers only Turkish traditional coffee to adapt Turkey market.Product offerings for Turkey are limited and diffrentiate from other countries because culture and suppliers are different.
87 STARBUCKS WITH NUMBERS More than 18,000 stores worlwide,11,128 of all Starbucks stores are located in the UnitedNearly %50 of operations are licensed an rest half of stores are company-operated.Starbucks holds around %32.6 of the market share for coffee in the U.SProfit $ 1.38 billion (2012)14 percent increase, with revenue $13.3 billionsCurrent Dividend Rate $0.13 per share quarterly200,000 partners (employees)
88 STARBUCKS WITH NUMBERS Starbucks record earnings-per-share growth continued up 10 percent in 2012 to $1.79 from last year’s $1.62.Through share repurchases and dividends, they returned approximately $1.1 billion to shareholders.54 million Facebook fans, 3 million Twitter followers,14.6 million loyalty program members, and 7 million usersof our mobile applicationsMore than 20 million people had visited a Starbucks store within the last 30 days in 2012.
89 CONCLUSIONOverall Starbucks has maintained a competitive advantage since creating its original style of bringing quality, bistro-style coffee choices to the masses. In order to stay current it will need to focus on its core competencies and avoid wrong actions.To avoid competitors such as McDonalds and other coffee chains, they will need to create new value innovation by enhancing the customer experience by investing in online content and interactivity. Rather than creating more new products, their strength lies in their brand and by enhancing the connection to their loyal customers, they will separate themselves from others.
90 165 YEARS ADVENTURE OF PROCTER&GAMBLE Behİye DİNDARNİlüfer ÖĞRETİRVİldan KAYATuğba TEKİN
91 OUTLINE HISTORY OF P&G THE PARTNERSHIP YEAR IVORY A COMPANY BUILT ON INNOVATIONNEW LANDS AND DYNAMIC GROWTHTIDESTRATEGIES FOR ACQUISITIONA GLOBAL COMPANYP&G IN JAPANP&G IN MEXICOP&G IN CHINAPANTENE’S STORYCONCLUSION
92 HISTORY Founded in 1837 William Procter and James Gamble Incorporated in Ohio on May 5, 1905
93 In The Beginning…Procter and Gamble came to be by manufacturing soap and candles.After the invention of the electric light bulb, the demand for candles fell significantly, thus causing the newly formed P&G to cease their production.During the Civil War, the government began to order mass quantities of soap from P&G for the Soldiers’ use-this signignificantly led to P&G’s return to the market and their second chance at rising in the business world.
94 1837-1889 : The Partnership Year 1837 was a difficult time to start a business. Although Cincinnati was a bustling marketplace, the U.S. was gripped by financial panic. Hundreds of banks were closing across the country. There was widespread concern that the United States was bankrupt. Yet, William and James launched their new enterprise, more concerned about how to compete with the 14 other soap and candle makers in their city than with the financial panic shaking their country.
95 The Moon and Stars begins to appear in the 1850s as the unofficial trademark of P&G.Wharf hands used the symbol to distinguish boxes of Star Candles.P&G’s former logo originated in 1851.
96 IVORY AND THE BIRTH OF THE BRAND The result of P&G’s response to the strategic growth crisis of the 1870 was Ivory Soap.This product represented the company’s first sustained effort at mass-marketing its products by means of continuous advertising to consumers.Gradually the effort coalesced around the concept of the brand. The company began advertising in newspapers and magazines. In addition to newspaper and magazine ads for the company bundles sales,wall posting,tram ads,ferry ads and posters giving advertisements.
97 Production begins at the Ivorydale factory Production begins at the Ivorydale factory.Ivorydale replaces the CentralAvenue plant,which was heavily damaged by fire in 1884.To adress the storm of local and national labor unrest,P&G instituesA pioneering profitsharing program for factory workers.This voluntary program,conceived by WilliamCooper Procter,grandson of the founder,gives employees a stake in the company.
98 1890-1945 : A Company Built on Innovation By 1890, P&G was selling more than 30 different types of soap, including Ivory. Fueled by full-color print ads in national magazines, consumer demand for P&G soaps continued to grow. To meet this increasing demand, the Company expanded its operations outside Cincinnati, with a plant in Kansas City, Kansas, followed by a plant in Ontario, Canada. As each new plant opened, P&G would embark on plans for another.
99 King Camp Gillette invents the first safety razor in 1895. Starting in the 1930s they asked their views about household products door to door to housewivers.P&G were doing compared to its competitors is quite large advertising expenditure.Colgate while spending of 2.3 million dollar ,3.3 million spent at P&G.In 1932 , the popular radio drama sponsored by a soap opera made the Puddle Family.According to Fortune magazines; P&G had 200 brands , marketed in the 1939.
100 1946-1979 : New Lands and Dynamic Growth In 1946, P&G introduced Tide, its most important new product since Ivory. Tide was remarkably superior to other products on the market, and it quickly became an enormous success – so successful, in fact, that it helped fund the Company’s rapid growth not just into new product lines but also into new markets around the world.
101 TIDETide is not only a new product . P&G created a mark which called tide, bigger than until now were created of the all brands.Tide had an unprecedented market share. P&G ‘s market share was increase to use Tide’s product.Between , P&G in the cleaning industry , while a quarter-million dollars profit,Colgate and Lever both lost money in this category.Reaching 59 million dollars from the sales that the company’s net profit increased by three times.Colgate’s earnings in the meantime the United States dropped to 16 million dollar to 5 million dollar.
102 A The new General Office building opens ,signifying P&G’s continuing commitment to downtown Cincinati in 1956.P&G enters the consumer paper products business with the acquisition of Charmin Paper Mills in 1957.
103 CRESTCrest sales skyrocket when The American Dental Association recognizes the toothpaste as ‘an effective decay-preventive dentifrice in 1960.
104 STRATEGIES FOR ACQUISITION Acquisition firm have to be related to P&G technologies are used.When P&G technologies are applied,firms must produce improvable products.These firms must produce low-cost,high volume,familiar with P&G products which are bought from grocery and pharmacy.
105 P&G enters the consumer paper products business with the acquisition of Charmin Paper Mills, a regional manufacturer of toilet tissue, towels and napkins.P&G enters the coffee business with the acquisition of Folger’s Coffee in 1963.
106 Before the war P&G and HENKEL had cooperated in the development of synthetic detergents with P&G licensing Henkel’s patent.In 1960 P&G ended its technical exchanges with Henkel.P&G partnered with Rei-Werke.
107 By the early 1960s ,P&G was growing presence throughout Western Europe By the early 1960s ,P&G was growing presence throughout Western Europe.It focused on improving operations and developing local management talent,while taking a more deliberate approach to opening new markets.
108 It leads to an improved Pampers product at a lower cost that eventually replaces cloth diapers as the preferred way to diaper babies in 1961.Pringle’s , with its unique stackable shape and resealable can , is introduced into test market in 1968.
109 : A Global CompanyAs it approached its 150th anniversary in 1987, P&G was poised for the most dramatic period of growth in its history. The Company that began as a small Midwestern partnership had grown into one of America’s largest multinational corporations. Two important changes marked this dynamic period. First, the Company emerged as an important new player in health care (through the acquisitions of Norwich Eaton Pharmaceuticals and Richardson-Vicks and the opening of the Health Care Research Center in Cincinnati) and in cosmetics and fragrances (with the acquisitions of Noxell, Max Factor, Ellen Betrix and Giorgio of Beverly Hills).
110 Double-dip recession in 1981 and 1982 Big competitors such as; Unilever, Kimberly clark.Effects of mass marchandisers (K-mart, Walmart etc)
111 Preparing For ChangeSmale and his colleagues have identified three major strategies in this period;Re-energize growth was to cut costsSpeed the pace of introducing new productsMake big acquisitionsThe company introduces a superior feminine protection product , Always/Whisper, which becomes the leading world brand in its category by 1985.
112 …In 1986 embarked on a major reorganization, structuring the company around big product categories, such as oral care products and laundry detergent, rather than the specific brands.Ultra Pampers and Luvs Super Baby Pants are introduced-with effective, new technology taht makes diapers thinner in 1986.It was considered a major change in P&G's organization, pushing decision making down the chain and improving efficiency.
113 …By the late '80s, P&G had rebounded. Its overseas sales more than doubled. Overall revenue doubled to more than $20 billion and so did profits, to $1.2 billion. P&G had become a leading player in international markets, had acquired several enduring brands and remade itself into a leaner, more efficient business
114 P&G IN JAPAN“Japan is the second largest free market in the world, the most technologically advanced and the most competitive. It’s also P&G’s door to the rest of the Asian market. We must compete successfully here if we are to compete with the Japanese worldwide.’’(D.I. Jager Winter,1987)Jager and his team developed a plan called “Ichidai Hiyaku,” which literally meant “The Great Flying Leap”. It was designed to translate into a shared vision, teamwork, and success in the marketplace. Starting in 1985, the three-year plan was built to develop a profitable base business while planning for future growth.
115 DIAPERS WARSYears with the leader P & G was pampers diaper in America. However, market research and sought ways to improve the product they decided to change the shape of the product.Taking a decision affecting the future of P & G in 1976, the best technology, high-priced presented with a new Luvs brand diapers.
116 5 Strategic Warning In Diapers 1-Low preferability not depend on any products2-All brands should protect like single brand3-New features are instrinsic to brand or generic4-Competition follow your technology5-Test the worst scenario
117 Mexico is different types in the markets P&G in MexicoMexico is different types in the marketsobtain an experience of defenses,how to do business in emerging economies,and ultimately becoming a non-English speaking cultures,to adapt a global perspective of P & G's brands through advocacy gave birth to an understanding of the very valuable.
118 P&G in MexicoNew technology and product development in the marketing strategy adopted by providing support for more media.The company is successful in the challenging process in the 1980s after the crisis in Mexico. Also goverment followed by a repressive attitude. This is reason it has developed something that keeps sense of stability."Crisis waiting to pass this or that region have decided to assume such a crisis may at any time."Another important point;Control environment is not to win the opportunity to benefit from crisis to crisis issue.
119 P&G in China1988,P&G set the first joint venture in China —Guangzhou P&G company. Now, P&G has set several joint ventures or sole proprietorships in Beijing, Chengdu, Tianjin ,et. Up to now, P&G has invest 1 billion dollars in China. There are 4000 employees in China
120 Strategy in Great China To start with the local PartnerTo reduce the learning cycle and fast to marketTo reduce the risk in new marketTo be the leader with good advertisementTo build up the brand imageTo be the fist choice of the customersThe most important lesson learned in China:Build for the long term.China is proving to be more than an enormous market and more than a series of low cost factory sites.
121 P&G Segmentation Beauty Segment; Healty Care Segment; Net sales $5.4 billionHair careSkin carePersonal careGrooming Segment;Net sales $2.2billionShave careHealty Care Segment;Net sales $3.2 billionOral careFeminine carePersonal health careSnack&Pet Care Segment;Net sales $824 billion
122 PANTENE’ S STORYThe 1980s and 1990s, hair care products P&G several times attempted to establish leadership.P&G only bring together the elements of a brand new billion-dollar, it is basically brand new model of leadership in putting it together.Technology and obtained superior performance ultimately played a major role shampoo.
124 CONCLUSION1.Do The Right Thing: The promoters and the stake holders of the company must establish a reputation rectitude,integrity and fairness that would be the hallmarks of the company’s business. 2.Cultivate a passion for winning It has become fashionable for corporate leaders to proclaim that their companies would become number one or number two in their business or they would exit. 3.Sustaining brands is a never ending challenge 4.The consumer is the boss 5.Individuals do make a difference 6.Discipline does count 7.Innovate constantly,everywhere 8.Lead the change 9.Alliances create advantage “connect and develop” 10.Partner with costumers
126 STRATEGIC MANAGEMENT AND BUSINESS POLICY Assoc.Prof.Dr.Aykan CANDEMİR WHAT WOULD GOOGLE DO?STRATEGIC MANAGEMENT AND BUSINESS POLICYAssoc.Prof.Dr.Aykan CANDEMİR
127 PRESENTED BY SELİM ŞAHİN 15 08 1425 UMUT TAVASLI 15 08 1453 ASLI DURANSEMİH HAZARFUNDA ERGUN
128 OUTLINE Company Overview Current Strategies of Google What Would Google Do?Google’s SWOT AnalysisCurrent News About GoogleFinancial Status of Google
129 COMPANY OVERVIEW Type : Public İndustry : Internet and computers softwareFounded : September California USFounder : Larry page Sergey BrinHeadquarters : GoogleplexArea served : WordwildEmployees : 53,891 (2013)
130 GOOGLE TIMELINE 1996 : Google starts as a project named Backrub 1998 : Larry Page and Sergey Brin made it into a company in a garage2000 : Google became the largest search engine in the world2001 : Dr.Eric Schmidt joined Google as a CEO2003 : Blogger was created by Pyra Labs which was bougth by Google
131 2004 : Google initial public offering at NASDAQ Google acquires Picasa2005 : Google Maps and Google Earth are launchedAndroit was bought by Google2006 : Youtube was bought bu Google for 1, billion US $2009 : Google Crome started to use by users2012 : Google GlassThe word googol means 10 raised to the hundredth power. Googol was going to be the spelling of Page and Brin's company until at one time someone misspelled it as Google. It looked better to Page and Brin and the name has stuck ever since.
132 CORPARATE GOVERNANCEExecutive chairman ERİC SCHMİDTCEO & Cofounder : LARRY PAGECo-founder : SERGEY BRİNGoogle’s mission is to organize the world’s information and make it universally accessible and useful.
134 CURRENT FIRM LEVEL STRATEGY Google has a rule that employees can spend 20% of the time working on new projects that are not part of their job descriptionSeveral of Google’s products are derived from acquisitions including Docs, Earth, Picasa, and YouTube…Google also created the Open Handset Alliance to promote the use of its open source Android operating system. This alliance leverages the capabilities of both phone manufacturers and independent developers to compete with Microsoft’s Windows Mobile platform, RIM’s Blackberry, and Apple’s iPhone.
135 CURRENT BUSINESS LEVEL STRATEGY Google products are the key to augmenting the company’s advertising business and expanding the breadth of the brand.From Google’s perspective, the more uses a person has for Google services, the more opportunity there will be to show them ads.Every seconds are valueable for Google , they are working for reaching informations to the users as fast as possible.And Google determine the prices acording to amount of user’s click
136 CURRENT MARKETING STRATEGY The main thing is reaching more users without any request .Being simple is one thing that haven’t changed and never will be.Google enjoys huge cost advantages over competitors such as Amazon, eBay, Microsoft, and Yahoo.Get and keep the best brains ,brightest and most motivated on board.Google’s corporate vision includes such employee strategies as, “You can be serious without a suit.”‘Don’t be evil ‘ became their slogan.
137 WHAT WOULD GOOGLE DO? ‘Let the control to the users’ ‘Be clear and available’‘Do the best thing that you can’‘Your customers are your advertisers’‘Don’t afraid from doing mistake’‘DON’T BE EVIL’
138 SWOT ANALYSISStrengths : brand equity ,innovative initiatives ,comprehensive products mix ,surprise, no competitors in market ,technological marketWeaknesses : currently have products that consumers dont even realize exists. not focusing on Customer's 'community' as core competencyOpportunities : expanding profit -making opportunities, available sector to developmentThreats : concern from investors possible peak or saturation of smaller and less-used product market
139 CURRENT NEWS ABOUT GOOGLE! YOUTUBE advertsments in TURKEYSolution for remembering passwords from Apple and GoogleWhat are LG and Google’s common project?Google I/O conference shared by GoogleTwitter is leaving Internet ExplorerApple and Yahoo are coming together to compete wiht GoogleWhat is Google Glass’s specialities?
149 CONCLUSIONGoogle has placed on top in this changeable world and it seems that they will always stand there . Google behaves like they are looking to the future and their only want is creating a better world.These strategies can hold Google on the top.We will see together.
150 GARANTİ BANK Özay MEMİŞOĞLU SUNGUR ÇÖTELLİ YALÇIN ŞAHİN VOLKAN AŞIK MURAT FIRAT İLKER
151 OUTLINE History of Garanti Information about Akın Öngör Development : Mission and visionSpirit of teamCommunicationTrainingTechnologyKeep going when his gone
152 TIMELINE 1946-Garanti bank was established in Ankara 1983- It joined Doğuş Corp1990-First public offering1993-First exporting share to abroad1997-First Turkish Bank in e-banking&m-banking1999-First e-commerce website2000-Bonus Card and capital intelligence rating rising from C to A
153 TIMELINE 2005-Quick money transfer with cell phone 2006-Bill payment with POS machine2009-E-government payment2013- I-garanti
154 AKIN ÖNGÖRHe is the former CEO of Garanti Bank. He was born in And was graduated firstly from TED and then METU. In the college years, he played basketball as a guard. He studied business administration at METU and then started his career as a marketing expert. After working in different industries for 13 years, he joined Garanti as one of the vice presidents(responsible for marketing again).In 1991, the owner of the bank(Ayhan Şahenk) offered Öngör to be the new CEO of Garanti. And he ran the company for a decade
155 AKIN ÖNGÖRGaranti experienced a tough and quite successful metamorphosis process in his period.When Akın Öngör sat on his desk as the CEO, Garanti's total market value was around $150 million. And after a ten years work, the value increased to 5 billion USD and Garanti was chosen as "The Best Bank on Earth" by Euromoney.The change was so successful that, it became a case study in both Harvard Business School and London School of Business.Akın Öngör retired in the year 2001 to spend much of his time with his wife and family.
156 MISSIONIs to continuously and noticeably increase the value we create for our customers, shareholders, employees, the society and the environment by utilizing our influence, agility and organizational efficiency.
157 VISION 1991-1994 Being the best… 1994-1997 Being a global bank… 1997-… Being the best bank in europe
159 He wanted to motivate his team. He gave Opel Vectra to upper managers. Garanti salaries are 40% more than othersRedesigned hierarchy levels
160 COMMUNICATIONHe believes the open communication in organization. He creates:Monday meetingsSuggestion meetingsSuggestion systemsDoğan Cüceloğlu
161 TRAINING The best investment to people is education. He sent at least 2 people to Harvard every year.Even if crysis he didn’t stop training.In 1991, he invited Boston Consulting group for changing management.He brought Daniel Isenberg.The training level was 3 times more than others
162 TRAINING Personal care to workers. Opennes educating: he went out from meeting room to let them criticize him. He don’t want to hear admiration he punished these kind of personnels.He administered training to bank chauffeurs in Doğuş Automotive.He administered training to waiters who served to general managers in Divan Patisserie.
163 TECHNOLOGY Before he became a manager; There were only 4 computers in Garanti commerce building.the place of technology was useless. He believed associating of technology in one point so he provided to replacement it.Computers was using like typewriter.Customer numbers was used rarely.System room was over heating cause of inadequate cooler system.
164 TECHNOLOGY After he became a manager; Garanti changed its technological group to Garanti technology to Doğuş according to its benefit.Usage of computer became casual day by day.In Turkey, they used pos machines first.Transaction volume is increased by using new technological tools.
165 TECHNOLOGY Q-matics is started to use. Internet and telephone banking were used firstly.Bonus cardNowadays, they prepare igaranti which provides all banking operations.Today they are one of the best pioneer of usage technology.
166 GARANTİ BANKWhen Akın Öngör retired in 2000, Ergun Özen became new CEO of Garanti and still continue.Garanti is second biggest private bank in Turkey.%49.94 of shares are public offering (20.3 billion TL)Market value is 40.6 billion TL
167 GARANTİ BANK 936 branch in Turkey 8 branch in abroad 3550 ATM 18000 personnel12 million customer9.5 million credit card users
169 DIRECT MODELL Michael DELL & Catherine Fredman 15 07 1187 Ahmet Cagli Yasin DemirciHasan GumuskayaBaris Aka
170 Outline History of Dell Current Informations About Dell Strategies of Dell in the Sector
171 Parts of BookThe book includes two parts; First part is about establish and improvement story of Dell. Second part is about what are the strategies of Dell and some anecdotes about strategies.
172 Short Information About Michael Dell He was born in 23 February 1965 in Houston Texas. He grew up in Houston untill his university years and the same history occured for Michael Dell( he quitted the university and established own work)
173 In his childhood and teenager time he worked in a restaurant as a waiter,collected and sold stamps and worked in a newspaper as a dealer.He had an opportunity to have an education in medical faculty in Texas University but he have preferred sell computers.
174 Milestones of Dell1983 He started sell computers at university in dormitory He established Dell Computer Corporation and implemented customer orientation strategy.
175 1986 Attended Comdex National Computer Fair and served the fastest computer 1987 Established an office in Englad.This was the first international operation for Dell Did a security offering and collected $30 million.The original capital increased from $1000 to $85 million.
176 1994 Produced new notebook series which has long battery life and established Asian-Pasific operation Produced PowerEdge series and with this new series The Dell Company was the 3rd biggest server seller in the world. And the company reached over $1 million from sales level on the internet.
177 1998 Reached $12 millions from online sells 1998 Reached $12 millions from online sells Built new factories different places on the USA.
178 1987-1990 strategies helped to achieve these goals Sale %97Net income %166 andHigh quality product, lower price,delivery product too fastTo support product good service.
179 So What Are the Main Strategies for Dell They focused on customer’s needs.(Customer Orientation)They sold computers directly to customers, there were no dealerThey tried to be first in the sector.(Selling on the internet, long life batteries with notebooks)And they wanted to take IBM’s place in the sector
180 Current Informations Market Value is $25 Billions Total Sales are $ 57 BillionsNumber of Emloyee is41. Most Powerful Brand in the World
182 Organizing Strong Relationship with Personnels Organizational culture is the most mysterious and important part of management for dell.Because dell think that the biggest threat does not come from competitors,this threat may come from its personnels.
183 When dell begins to grow,it has much more emplyoess,so underwork of company is complex construction because of this.However all personnels of dell fell that they are important part of this company and success.That is the reason of achievement to dell.
184 Develop One Team and One Strategy The another important part of dell’s success about that to choose the right person at the right position in the right time.Firstly Dell try to select very brilliant and important people and organizes its team in order to success its goals. Then this team establishes dell’s future plans.All people who involve in the dell,believe to direct model.
185 Teach Innovative Thinks If all employees of one company think same things,that is very dangerous.Dell thinks that all employees must not focus same plans,same thinks or same concept.Dell’s managers encourage to employees that they must think innovative,they do not afraid of make a mistake.
186 Set Quick and Successful Communication Quick communication is also very important for dell because dell is direct model company so it must respond quickly to its customers.all procedures must be speedy in this company because competition grows in this sector day by day.
187 Creating a Customer Oriented Philosophy Direct relationship with customers keeps costs low and helps DELL to response quickly when needed. Direct relationship practice is Dell's main competition power in market. Dell is clear and flexible to create close relationships with customers.
188 Adding value is more important than safe Dell's best costumers are not who are the strong and big ones or buys a lot of Dell's products or get less services from Dell. Dell's best customers are who help to learn Dell something new and usable things, help to find much more important solutions about market and customer needs and who push the Dell to improve them in good way. Extend the Vision Content Customers do their own works and Dell do their customer’s software,hardware and pc works.
189 Creating an Opportunity to Share Savings Dell create a minimum life cycle model that involves costs and lead times of software and hardware that costs to customers. This model helps to calculate all joint costs of the system to customer and keep customer expenses minimum.Being a Prized AdvisorApproach customer issues like their own issuestake responsibility on customer investmentsResponsible technology attendants prepare a brochures to give information about new trends to customersHolds a seminars to share future trends with customers
190 Help Customers to decide true decision In unstoppable continious develepmont of technology age, Dell tries to help its customers to find their correct way about technological selections. It's important to choose next useful thing than the next thing.Make Customers Your MasterKnow the whole story about customersIt's not enough to know customers issues piece by piece. it's necessary to know each pieces of the customers issues.Go direct to the customer suggestionsAsk yourself that " is it one time thing or will it be a trend?"Think also customer balance sheetsDell is not only thinks their profit, they also thinks customer's balance sheet and tries to help customers to make saving and extra profits.Be a learnerListening and learning from customers is important as giving advice to them.
191 Suppliers Relating Strong Relationships with To expedite the lead time and offer the new and best technology and quality to customers, Dell keep its relationships with suppliers strongand attached.DEFINE VALUES CLEAN AND TIGHTDecide which field in market that you have to focus and improve and after find great suppliers to other needs and necessities.ALIGN SUPPLIERS TO SAME LEVEL OF PERFORMANCEMatching up the colleteral forces enhance the efficiency and productivity.KEEP RELATIONSHIPS CLOSE AND SIMPLEWorking with global suppliers helps to edge out inconsistencies between one country or region from other and decreases simplification andcustomer's costs.SET CLEAR, DATA BASED OBJECTIVESDell uses supplier cards to measure supplier's performances and assess the Dell's standards clearly in this cards.
192 Supplier cards includes; Acceptable error number in million sampleInventory turnoverField performanceProduction performance expectationLead time performance and lead time expectations
193 And Dell always advice itself and others these four things; Discover suppliers adequacy and investmentsKeep supplier relationships simpleInvest to mutual successBe an open and objective
194 SEE YOUR SUPPLIERS AS A PARTNER Dell shortened the stock duraitons by cooperating its suppliers. And started to take the materials in few amounts and frequently. If necessary,provide supplliers training for shortening the stock durations
195 Give importance to the r&d activities very much Give importance to the r&d activities very much. Give more importance to the unproduced products rather than improving available products. Educate suppliers on r&d activities.
196 PROVIDE DIFFERANTIATION Design products according to the wishes of the costumers or make changes on the same way. Dell thougt of not its rivals but its costumers.Because the company discovered new opportunities thanks to them.
197 Dell hurried to find new opportunities and always chased after them Dell hurried to find new opportunities and always chased after them. Dell always aimed more than its rivals. Dell team sought to improve the work. Dell worked more suppliers rather than the only one.
198 The company used the Internet better than its rivals The company used the Internet better than its rivals. Dell was in the search of new ways rather than using the traditional distribution channels. The company grew fast by planning and being conscious.
199 CONCLUSIONDell teach us:’How can we use distrubution channells human and enviromental resources as a new company in the best way.’
202 GROUP MEMBERSRIFAT EMRE ÖZERBÜŞRA BİRERCANER ÖZGERİŞYASİN GÜMÜŞEL
203 OUTLINE - What is Blue and Red Ocean? - Implementing a Blue Ocean Strategy- Steps of Visualizing Strategy- Three Tiers of Noncustomer- Imitation Barriers to Blue Ocean Strategy- History of the creating Blue Ocean Strategy
217 The value curve of Cirque Du Soleil -Aisle concessions-Animal shows-Star performersEleminate-Unique venueRaise-Thrills and danger-Fun and humorReduce-Artistic music and dance-Multiple productions-Refined watching environment-ThemeCreate
225 FOCUS ON BIG PICTURE NOT NUMBERS This approachShow ups people’s creativityKeeps eyes of company open about blue oceanGenerates strategy to effective practice
226 FOUR STEPS OF VISUALIZING STRATEGY Four steps of visualizing strategy builds on the six paths of creating blue oceans and involves a lot of visual stimulation in order to unlock people’s creativity.The four steps include :
227 STEP 1: VISUAL AWAKENING Compare your strategy canvas with competitor’s it.See where your strategy needs to change
228 STEP 2: VISUAL EXPLORATION Go into the field to creating blue oceansObserve the distinctive advantages of alternative products and servicesEliminate – Reduce – Raise - Create
229 STEP 3 : VISUAL STRATEGY FAIR Draw your to be strategy canvasUse feedback to build the best to be future strategyGet feedback on alternatives strategy canvases from customers,noncustomer and competitor’s customer
230 STEP 4: VISUAL COMMUNICATION Compare your before and after strategy canvasClose gaps to new strategy
231 Aristoteles said that soul never thinks without a view.
232 ARRIVE BEYOND OF EXISTING DEMAND Companies brave two traditional strategies to arrive blue ocean.SegmentationFocus on current customer
249 Context History of a company Company’s Mission & Vision Sales numbers Value of a companyStrategies of a company
250 History of ebayeBay Inc. (stylized as ebay) is an American multinational internet consumer-to-consumer corporation,headquartered in San Jose, California.It was founded in 1995, and became a notable success story of the dot-com bubbleit is now a multi-billion dollar business with operations localized in over thirty countries
251 History of eBayThe company manages eBay.com, an online auction and shopping website in which people and businesses buy and sell a broad variety of goods and services worldwide.In addition to its auction-style sellings, the website has since expanded to include "Buy It Now" standard shopping; shopping by UPC, ISBN, or other kind of SKU (via Half.com); online classified advertisements (via Kijiji or eBay Classifieds); online event ticket trading (via StubHub); online money transfers (via PayPal)and other services.
252 Logo of ebayThe eBay name and logo are registered trademarks in the U.S. and internationally. Use of the eBay name and logo are only allowed if an individual or organization has a written license agreement with eBay.
253 Logo of ebayEBay is a very simple logo that preserves the old logo with a choice of colors is remarkable. Therefore, there is a reason I understand now. Devin Wenig eBay manager left a note for the new logo to the site. Plain and understand why we read the note on a regular basis has been selected logo. Here is the new logo for Devin Wenig'in said;"EBay's new logo is actually a 17-year wrap a brand symbolizes rebirth and a new identity. So you can say that now stands in front of the new eBay. Internet site is now much more clean and comfortable appearance. This outlook is now even more comfortable to use with the personal touch. "
255 eBay’s mission statement "eBay's mission is to provide a global trading platform where practically anyone can trade practically anything."
256 eBay’s vision statement eBay Inc. pioneers communities built on commerce, sustained by trust, and inspired by opportunity. eBay brings together millions of people every day on a local, national and international basis through an array of websites that focus on commerce, payments and communications
257 eBay’s new strategyAt web giant eBay, it’s out with the new and in with the old both in terms of corporate strategy and product mix. After trying in vain to remake itself as an online "retailer" of fixed-priced items to rival the likes of Amazon.com and Walmart, eBay last week cried uncle when it announced it was returning to its roots as an auction clearinghouse for used goods and collectables (in addition to overstocked items). Why the change? The past year has not been kind on the one-time darling of the web which has seen its traffic and fortunes decline.
258 Value of the companyTo compete in the fixed-price marketplace, eBay enacted a series of policies and site changes that favored power sellers at the expense of smaller sellers. As casual sellers abandoned the site, buyers have migrated elsewhere in search of the hard-to-find products upon which eBay built its business"”traffic to Craigslist has risen 40% over the past year. In contrast, eBay’s traffic was down 5.2% last month over the previous year, while Amazon’s traffic rose 18.7%.
260 eBay with numbersNot only are fewer shoppers returning to the site, but average order values have stagnated at around $28 (other than the spike during the holiday season.) Since eBay’s marketplace revenues are driven by fees charged to sellers, declining traffic and flat transaction values have led eBay to raise its fees in hopes of meeting Wall Street’s expectations. As a result, eBay is squeezing the very sellers on whose backs the success of its business rests.
261 eBay with numbersThe more eBay has tried to be a retailer, the more its customers have gravitated to sites offering better overall shopping experiences with lower total prices, better customer service, and predictable deliveries; not to mention the avoidance of the risk of fraud. The percentage of eBay’s visitors who shopped at Amazon jumped from 41% in February 2008 to 53% last month. Over the same period, Amazon visitors’ cross-shopping of eBay has remained unchanged at 58%, suggesting eBay’s fixed-price strategy has failed to attract significant numbers of new shoppers to the site.
262 eBay in TurkeyBeing a subsidiary of the world's largest online marketplace eBay Inc., GittiGidiyor is the most widely-used e-shopping mall in Turkey with more than 7 million registered users, over 500 thousand daily visitors and 4 million listings at any given time. With more than 150 employees, GittiGidiyor.com is one of the leading players in the Turkish online trading market. GittiGidiyor.com was founded in 2001 by Serkan Borançılı, Burak Divanlıoğlu and Tolga Kabataş headquartered in İstanbul. Following eBay's acquisition of the minority stake in 2007, eBay still owns approximately 93% of the outstanding shares of GittiGidiyor on May By this new investment GittiGidiyor became fully part of eBay. With more than 17 million internet users and a strong affinity for online commerce, the investment makes Turkey the 37th market where eBay has a local presence.
263 GittiGidiyorLast year, the online trading volume of around $ 3.2 billion is expected to be $ 11 billion in 2013.The world's largest e-commerce company, a subsidiary of eBay's GittiGidiyor.com Turkey 's General Manager Cenk Angin, AA correspondent, said, 2 million 200 registered members, more than 500 million daily visitors daily sales opportunity and the biggest electronic have become trading platform.
264 GittiGidiyorE-commerce is becoming increasingly widespread in Turkey, the current situation, the level of developed countries, although there was not yet a promising e-commerce between the countries of Turkey reported that in the first place.Service as well as the exchange of virtual stores, e-commerce for consumer goods at the rate of $ 500 million is describing the Angin, said:
265 GittiGidiyor General Manager Cenk Angin said '' We're down e-commerce than in developed countries, at the beginning of the road. However, at the beginning of the road to be advantageous in every respect. E-commerce is growing in Turkey charm. Currently about 25 million Internet users in Turkey is 2.5 million e-commerce. This number increased confidence in the virtual environment, ensuring the security of your credit card will increase further. Use of the Internet have become more and more common believe that e-commerce will reach large numbers. In real life, so the proliferation of online shopping malls and shopping without a credit card to the consumer e-commerce bargain. Turkey, of course, to shift consumption to the virtual environment attracts foreign e-commerce platforms. eBay is the biggest example of this subsidiary with gittigidiyor.com. However, it does not create any problem of confidence and anxiety and a handful number of e-commerce platforms. ''
266 Strategy of GittiGidiyor 'ZERO RISK'E-commerce constantly had targeted zero-risk, success caught in this sense. Gittigidiyor.com 's zero risk purchase over 5 million since 2001, carried out, reported what they owed to it Zero Risk System.
267 GittiGidiyorIn GittiGidiyor there is a wide range of products from PC to video games, mobile phones to clothing, jewelry to camera. Collection materials like money, stamp, prayer beads, books etc. are also sold in GittiGidiyor.com Over 350 thousand sellers can reach many customers from all around Turkey with GittiGidiyor's high technology infrastructure, services designed for different seller profiles and intensive advertising activities. *The name of the company is the Turkish translation of "Going, going, and gone".
268 About eBay With more than 100 million active users globally (as of Q4 2011), eBay is the world's largest online marketplace, where practically anyone can buy and sell basically anything. Founded in 1995, eBay connects a diverse and passionate community of individual buyers and sellers, as well as small businesses. Their collective impact on ecommerce is staggering: In 2011, the total value of goods sold on eBay was $68.6 billion -- more than $2,100 every second.
269 eBay phenomenon"David Bunnell's portrayal of eBay paints a picture of one of the most daring, fanatically innovative, customer-centric companies on the planet. It demonstrates how a small, driven group of people can listen to customers and reinvent the world-inspiring!"
270 ConclusionFrom eBay’s point of view, it was a successful model as they don’t have to bear any inventory costs, which was the cause of down fall of many B2C businesses. Those who succeeded are not making much money like Amazon.com as they still have to bear inventory costs, in spite of their efficient inventory management controls in the value chain systems.
272 The HP Way 15070001239- Serap ŞAHİN 15070001218- Raşit DEMİR Uğur ÇELİKHüseyin GÜNAYDINMehmet ÖNERGökhan GÖDEK
273 OUTLINE HP Corporation History of HP Tactics of HP Structural strategiesCurrent developments about HPConclusion
274 HP CORPORATION Electronic Technology Sector Computer Processing Hardware IndustryServices to individual consumers, small- and medium-sized businesses,large enterprise businesses and provides products for graph arts.Hewlett-Packard Co. It operates through seven business segments: Personal Systems, Printing, Services, Enterprise Servers, Storage and Networking, Software, HP Financial Services and Corporate Investments.CEO: Margaret C. Whitman
275 VISION AND MISSION OF HP Hewlett-Packard Mission Statement: "To provide products, services and solutions of the highest quality and deliver more value to our customers that earns their respect and loyalty.“Hewlett-Packard Vision Statement: "To view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs."
276 HISTORY OF HP1930 Hewlett-Packard and Prof.Terman met in Stanford Uni.Plans about to set up their own businessPackard started to work for GE(General Electric)to gain experience1938,rented a house and its garage became their first office.1939,HP officially established.
277 HISTORY OF HP1957, going public of HP and corporate objectives were defined1959, entered European market1963, strategic partnership with Yokogawa Electric works(YHP), listed in European and Asian exchange market2002, merged with compaq-HPQ2010, acquired Palm2011, acquired Autonomy Co.
278 HP BREAKING POINTSMeeting to Therman and his contributions to the company.Establishing of skeleton crew(Oliver,Porter,Hewlett,Packard)Sales to Walt DisneySales to armyLaunching calculator(HP35)YHP company and Kenzo SasaokaEntrance to printer market with Canon
279 TACTICS OF HPImage building on customers with first product which named as model 200 AHP200A was an audio oscillatorAvoiding from long-term borrowingChanging tactic with OMEGA projectFollow customerexpectationsAn electronic(audio) oscillator is an electronic circuit that produces a repetitive, oscillating electronic signal, often a sine wave or a square wave
280 MAIN STRATEGIES OF HPInnovative vs. Imitator6 times profit strategy
281 MAIN STRATEGIES OF HP Changing price strategy HP journal to promote Growing by buying(DEC,EDS…)
282 The Corporate Objectives of HP OrganizationCitizenshipGrowthProfitCustomersField of InterestEmployeesIn a management meeting that held in 1957, Bill Hewlett and David Packart introduced these 7 objectives which will form the HP’s future growth. These objectives are,firstly Profit: they thought that they should achieve the maximum profit to contribute to the society and achieve their corporate strength.Second objective is the Customers: they should improve the quality, usefullness and value of the products that they offer to the customers.The third one is about seeking new opportunities for growth but limiting themselves with their capability.Forth one is about employees, they believe that they should provide employment opportunities and should share company’s success with employees by using profit sharing programmes.The other one is maintaining organizational environment that fosters individual motivation, initiative and creativitysixth one is about being good citizen by making contributions to the society and social responsibilityAnd the last one is about growth for survival.The future strategies are defined depending on these seven objectives. We already talked about some of them and now I will talk about structural strategies which are about the organization and employees.
283 STRUCTURAL STRATEGIES Five main strategies when managing people;Decentralized managementMBO (management by objectives)MBWA (management by walking around)Open door policyUsing first names of peopleHP didnt think about organizationnal structure until 1950s. With the steady growth of company they recognized that they need to set organizational structure and need an decentralized body.These days most of the company use military type management which means strongly centralized and bureaucratic. But HP recognized that their organizational culture doesnt fit this type of management so they prefer decentralized management. They divide employees inti groups and put a manager in every group. Every unit has the right to take decision about their operations. So the process will be flexible and decisions could have taken quickly.MBO, the overall objectives are defined and agreed by everyone. People are totally flexible about how to met these objectives.MBWA, managers should get out of their office and personally involved every projects of the company.Open door policy, every person in HP including managers work an doorless office and people are free to express their ideas, problems, and concerns to the appropriate manager. This brings the advantages of easy communication and people can use every kind of communication channels both upward and downward.Everyone use the first names of each other regardless the position in organizational chart. This creates informal atmosphere in the organization so people can work more efficiently this kind of environment.
284 Other strategies when managing people; Most capable people must be selectedOpposite of “hire and fire” strategyProfit sharing programmesFor create organizational culture and loyalty, organize picnics, give health insurance programmes,All these strategies seek to encourage teamwork and cooperation in organization.For this target HP set up some programmes in Stanford University and give some supports to the students with these programmes they can collect all most successfull graduates firstly. They use this mostly in technical fields.
285 HP was completely different from other companies in three points; Open door policyEmployees can set their own work hoursWelcomes back any past employeesWhen we look at HP’s management we can see 3 totally different application from other companies,Employees can set their own work hours, managers only define totaly working hours in a day and workers are free about starting and finishing time of the work.HP always become happy to hiring again their ex-workers. But they have two exception, the employee shouldnt give harm to the company and sshoulnd work for rival company.
286 MERGE BETWEEN HP-COMPAQ HP-Compaq merged in 2002 because of the effects of economic crisisThe aim of this merge was reducing costsHP fired employeesThey did not explain this merge’s objectives so they faced with opposition of investorsHP’s share price decreased 3%,compaq’s share price decreased 6%Moody’s decreased credit note of HP from A2 to Aa3
287 ACQUISITION OF PALM HP tookover smart phone producer Palm in 2010 HP paid $1.2 billion for this takeoverThe main reason of this takeover is WebOS. They were planning to use this technology on HP’s mobile platforms such as smart phones, netbooks and tablet PC’s.In 2011 they introduced their new touch pad series but couldnt be successful as much as they thought because of lack of applications.
288 ACQUISITION of AUTONOMY HP took over software company which named as Autonomy to enter software market and compete with its rivals with paying $12 billlion in 2011Leo’s strategy was not accepted by shareholders.The strategy contained acquisition of autonomy,closing the computer deparment and smart-phone departmentOnly acquisition of autonomy decision of Leo was accepted by new CEO Meg Whitman.
290 DO YOU KNOW ? 1 million printers per week. 48 million PC units annually.One out of every three servers from HP.331,800 employeesServes 1 billion customers170 countries on six continents.
291 CONCLUSIONHP’s success’ key factor is contribution of product for society. They give importance to customer satisfaction and employees of them. They work to produce innovative and high quality product. Hewlett Packard prided itself on a management philosophy emphasizing integrity, respect for individuals, teamwork, innovation, contribution to customers and community.HP does not follow innovation and can not set up suitable strategies that they need for sustainable success.Therefore,they fall behind rivals.
292 RENEWING UNILEVER TRANSFORMATION AND TRADITION Can SaldıkSeda KırbaşEzgi Pınarlı –Beste Tekinİsmail Şorba
293 CONTENTS Introduction History Organizational Structure Mission Vision Marketing and BrandsRisk and BenefitsCompany’s Image and VoiceHuman ResourcesInnovationToday’s UnileverSwot Analysis
294 INTRODUCTION Unilever Ltd: English Firm Capital: Pound Unilever NV: Holland FirmCapital: GuldenShareholders are different-board of directors are sameMost successful category:ShampooUnilever was founded in 1929.
295 STRUCTURAL PROBLEMS Unable to sustain the great depression Incapable of striking a balance between British and Dutch interestsLack of co-ordination between the board of directors of the two holding companiesTwo Masters and Confused Followers
296 ORGANIZATIONAL STRUCTURE Concept strategically independent units-local initiative and decentralized contolA special ,3 member committee was formed above the two boards of directors of the companyMatrix organizational structure was chosen
297 1980-1995 Rationalized manufacturing companies Product divisions established to co-ordinate regional operationsFocus on the following four industries as a part of core strategyFoods ,Personal Care ,Home Care and Specialty Chemicals, Sell Out from all other businessBetween ,Unilever made around 100 acquisitionsSTRATEGY : Growth
298 STRATEGY :Sustainability Unilever wanted to grow as much as local pull as by global pushFocus on company’s core competencesIntroduction to the new management incentive system (Variable Pay)
299 GROWTH STRATEGY ( )In February 2000 ,the company announced a € 5 billion five year growth strategyUnilever was “shrinking to growth”Laying off over employeesUnilever split into two separate global units :Foods and Home & Personal Care (HPC) ,headed by two executive directors separatelyUnilever reorganised its 300 operating coompanies into 10 regional groupsUnilever further decentralized its control over subsidiariesUnilever shot down more than 100 manufacturing units for cost reduction
302 MISSION We work to create a better future every day, With brands and services that help people feel good, look good, and get more out of life.We will lead for responsible growth, inspiring people to take small everyday actions that will add up to a big difference.We will develop new ways of doing business that will allow us to double the size of our company, while reducing our environmental footprint and increasing our positive social impact.
303 VISIONWe help people around the world meet everyday needs for nutrition, hygiene and wellbeing, with brands that help people look good, feel good and get more out of life.
304 MARKETING AND BRANDS Mostly consumer: Women Marketing consumption: 1/3 promotion2/3 advertising‘’ Anne ‘’Uniformity and fragmentationDaily life productsMarket testsReliability
305 BRANDS Dove & Lux Sunsilk Rexona Impulse & Axe Omo & Cif Rama & Flora BecelLiptonMentadentKnorrCalve
306 First ice cream with cornet in Europe Changing point of view about ice creamSome difficulties in technologySuccessful advertising planExpanding its brand appeal by launching a variety of snacksDevelop more productsMix-Mini packs rangeMore youthful appeal
307 In 1957 in ABDChanging name for countriesGrowth quicklyDifferent intended purpose such as;RefreshingCaries preventionKeep teeth whiterWidely affordable branded toothbrush, designed to meet the needs of low-income consumers in developing countries.Aimed womens and their children
308 In 1908 in EnglandOMO and OwlMore brilliant whitenessThe most profitable productsProvide effective washing at low temperatures, saving energy, and saving you money on electricity bills.“Kirlenmek Güzeldir”“Sudaki Ayak İzi”
309 RISKS AND BENEFITS Political barriers for foreign companies Local PartnersLocalization of the senior management levelsAgainst corruptionCaring cultural differences for brand positionFirst mover
310 Culture is not ‘’ written rule ’’ COMPANY’S CULTUREcommon valuesassumptionsCULTURECulture is not ‘’ written rule ’’To learn by example through more experienced coworkers.UNILEVER’ S CULTURE3 values for Unilever:Truth-Social responsibilityLoyaltyUNILEVER’ S SUBCULTURESMore active company more subculturesCreativity and flexibilityIt was getting harder to merge firmscompetitive advantageCULTURE AND SEXUALITYMale dominanceWomen of resigned and turnover rate is high
311 COMPANY’ S IMAGE AND VOICE Corporate image is uncertain.Low profileMultinational companiesSupport the European UnionNot to donate to political partyDull image of the financial environment
314 Social responsibility Project of Çöp Madam%95 of this bag consist of recycling materials.
315 Cosmopolitan,In many sector,All around the world Many of world’s consumer product brands, personal care products,In 1990 annual report,The most important asset – Employees
316 Unilever’s core mission is to ensure: “the right people, in the right place, at the right time” The ability of saving rival and transfering it next generation: to find right people and high them, to educate, to motivation, and hold them.
317 Unilever HR develop some global policies and processes Providing some educational programmes and courses: IMC, supports-cooperations with Universities& Lecturers, Unilever Summer Courses, Tavistock Institute of Human Relations
318 Hiring Managers 20’ s ages Graduated from university especially who studied different departments ( mathematics, engineering, law, economics or account )TalkativeIntelligentOutgoingElegantMen
319 Human Resources Management From 1960s till 1980s; several personnel unitsIt consists professional personnels who can lead organizationThe most important organizational changes: give authority to active company’s managersIn 1980s, more experience and womenMore care to personel requirements.To develope in Unilever the point: to work in more company especially more product groups and countries
320 Unilever operates a unified board: the boards of NV and PLC comprise the same directors directors selected by the senior managers ( top executive managers)There is a majority of independent, non-executive directors on the board.The Chairman is non-executiveThe boards have ultimate responsibility for the business as a whole
322 Mergers and acquisitions M&A-an aspect of corporate buying, selling combining of different companiesGrow rapidly in its sectorConglomerateUnileverlisation
323 Two alternative measures to develope and strengthen its competition strong: - Purchasing or selling companies- Innovation and capital investment
324 Mostly purchasing medium or small companies Unilever prefers to buy the majority shareNot willing to offer a price for a company but waits the offer to purchase it.
325 Why Unileverlisation?A strategy to restructureTo optimize accountcy and financial systemsReorganise salaries up to UnileverTo hire qualified managers and to hold former owners of the purchased companiesTo become “Unilever”
327 6 R&D centres around the World (INDIA, UK*, CHINA, AMERICA, NL) More than 6,000 scientists6 R&D centres around the World (INDIA, UK*, CHINA, AMERICA, NL)250 patents per year€1 Billion spent on R&D in 2011.More than 6,000 scientists, engineers, chefs and technicians work in Unilever's R&D centres around the globe - inventing new products and improving existing products to delight consumers everywhere.
328 There is 4 steps for innovation: - Research - Develop - Production - Marketing At every stage in the process, the R&D teams collaborate closely with colleagues in marketing and supply chain to ensure the new product fits with the brand and can be successfully manufactured and distributed.
329 Brands and innovation are at the heart of Unilever does Brands and innovation are at the heart of Unilever does. Unilever focuses on rolling out more innovations faster and to more markets.The strength of Unilever lies in brands that consumers love to buy and use. As Unilever invest greater and greater effort in understanding consumers’ relationships with products, they find that they are looking for brands that make a difference in their lives and to their world.
330 Today’s Unilever Market Cap $122.32 B(As of May 2013) Employees: 173,000Sales: $67.71 BCash on Hand:$3.78 BDebt:$13.49 BRevenue:$67.71 BAssets:$59.91 BProfit:$5.92 BForbes Lists#103 Global 2000#117 in Sales#89 in Profit#397 in Assets#41 in Market value#61 Innovative Companies (#74 in 2011)
331 More than 2 billion consumers worldwide use a Unilever product on any given day. Products are sold in more than 190 countries,Emerging markets now account for 55% of our business.14 brands with sales of more than €1 billion a year.
332 Green Unilever100% of our palm oil purchases in 2012 were from sustainable sources.39% of all our tea sourced comes from farms certified by Rainforest Alliance.The greenhouse gas footprint of the use of our products has reduced by around 6% since 2010.Over half of our 252 manufacturing sites across the world send no non-hazardous waste to landfill.
333 Strong competitors Substitute products S W T O Economic downturn Strong company imageStrong portfolio of brands and diversified product rangeResearch and developmentCompetitive advantageEconomy of scalePromotion, marketing and advertisingStrong competitorsSubstitute productsOTHealth conscious products demandChanging life stylesEmerging new marketsIncrease production volumesMove operations to undeveloped countriesEconomic downturnEnvironmental effectsGlobal competitionNew local productsLegal effects
353 ‘Love is not necessarily the same as liking, I hasten to say ‘Love is not necessarily the same as liking, I hasten to say. Love is taking everyone’s interests seriously. Love is believing in people, even if they no longer believe in themselves, and caring about what happens to them. Love is feeling warm about people, and being willing to show it.’
354 Leadership and Power„Gaining respect & giving respect.“
355 Leadership from within „ …means not separating oneself from people.“