APPLE

OUTLINE STEVE JOBS AND ABOUT APPLE MISSION VISSION AND ORGANIZATIONAL CHART SWOT ANALYSIS MANAGEMENT STYLE AND COMPETITORS SECRETS OF APPLE’S CONCLUSSION

STEVEN PAUL JOBS Steven 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.

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.

ABOUT APPLE, INC. Apple was founded in 1 April 1976 Incorporated in 3 January 1977 Headquarters-Cupertino, California Co founders-Steve Jobs, Steve Wozniak Industry-Computer software, computer hardware, consumer electronics CEO-TIM COOK Revenue$ 156.508 billion (2012) Profit$ 41.733 billion (2012) Employees 72,800 (2012)

A COMPARISION Apple has a 41.7 billion dollars of net income as of November 2012 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.

PRODUCTS Hardware-Mac pc series, Apple Remote Desktop Software – Mac OS X, MAC X Server, Quick Time, i Life, i Work, etc. Consumer Electronics – i pod, i pod hi-fi i phone, APPLE TV

MISSION To produce best PC’s in the world. To lead digital revolution Reinvent mobile Defining mobile media and computing devices future

APPLE’S VISION Apple 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.

SWOT ANALYSIS

STRENGHTS Customer loyalty combined with expanding closed ecosystem Apple is a leading innovator in mobile device technology Strong financial performance ($10,000,000,000 cash, gross profit margin 43.9% and no debt) Brand reputation Retail stores Strong marketing and advertising teams

WEAKNESSES High price Incompatibility with different OS Decreasing market share Patent infringements Further changes in management Defects of new products Long-term gross margin decline

OPPORTUNITIES iTV launch Emergence of the new provider of application processors Growth of tablet and smartphone markets Obtaining patents through acquisitions Damages from patent infringements Strong growth of mobile advertising market Increasing demand for cloud based services

THREATS Rapid technological change 2013 tax increases Breached IP rights Price pressure from Samsung over key components Strong dollar Android OS growth Competitors moves in online music market

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.

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.

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.

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.

SMART PHONE MARKET SHARE

Industry Analysis Apple 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.

THE ONE MAN Apple 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.

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.

APPLE THE DARK HORSE There 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.

APPLE THE DARK HORSE Some 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.

DESIGN Apple 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.

Conclusion Apple 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 Apple How 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.

Strategic Management and Business Policy 15-08-1413 GÖKHAN GELMEZ 15-08-1458 GÜRHAN DEMİR 15-08-1428 MEHMET AKDEMİR 15-08-1424 ERSEL ERDEM 15-08-1445 ALP AYKUTLU 15-07-292 İBRAHİM DEVECİ

Contents: About Turkish Airlines Meeting customer needs Globalisation SWOT Strategic Partnership & Alternatives Research and devolopment Conclusions

1. About Turkish Airlines TURKISH AIRLINES COMPANY Turkish Airlines has been established in 1933 The company’s head Office is located in Istanbul (TURKEY) Total assets of nearly: 6 billion EURO Turkish Airlines is a global airlines company has overall 15.240 personnels Turkish Airlines is member of Star Alliance Is the only4 Star Airline in all categories in Europe. network consists of 27 member airlines

Mission To become preffered global Airline copmany with flight safety, reliability, service quality. Vision A continued growth trend over industry average   Zero major accidents/crashes A personnel constantly developing their qualifications Sales and distribution costs below industry averages

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 18000 to 37000 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, 3.-909 seats and 5.735 personnel.(1982)

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.

Financial Situation - 2012 Symbol Last Price Change THYAO 9,00 + 1,81 % Capital 194.529.076  Market Value 10.800.000.000  Price/Earning Ratio 9,47027  Balance Sheet Term 13-03  Net Profit -22.339.500  Free Float Ratios 49,93 %  Number of Stock 599.132.000

GROUP COMPANIES ANADOLU JET SUN EXPRESS AIR BOSNA TURKISH CARGO TURKISH TECHNIC TURKISH 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.

2. Meeting Customer Needs 2.1. Niche Market Turkish 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. 

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.

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.

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.

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 …

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.

Turkish Airlines Swot Analysis Strengths THY has new fleets Strong financial statement Qualified staffs Member of the Star Alliance 3 Class choices:economy, comfort business Lots of food choices( breakfast, vegeatarian) More than 200 flight destination worldwide. Lots of sales agents.

Weaknesses Brand loyalty is low. Higher prices. The capacity problem of Atatürk Airport.

Opportunities Growing market, despite the economic crisis A popular tourism destination. Close to the Europe. New visa agreements with countries of Turkish Government.

Threats Terrorist attacks. Discount airlines companies New entrants in domestic market Increasing costs (fuel,personnal,foods..)

Strategic Partnership & Alternatives

Sponsorships Turkish 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. 

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.

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.

Turkish Airlines Aviation Academy is one of the pioneer training centers in aviation sector which provides classroom training for approximately 12.000 people and e-learning for 50.000 people with expert instructors in their field.   Academy’s basic trainings are Technical Trainings Quality and Management Trainings Commercial and Ground Handling Trainings Marketing and Sales Trainings Computer and IT Trainings

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.

CONCLUSION Turkish airline is growing fast. They continue to innovate Turkish Airlines is a global company Their 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.

Strategic Management and Business Policy 15-08-1413 GÖKHAN GELMEZ 15-08-1458 GÜRHAN DEMİR 15-08-1428 MEHMET AKDEMİR 15-08-1424 ERSEL ERDEM 15-08-1445 ALP AYKUTLU 15-07-292 İBRAHİM DEVECİ

Contents: About Turkish Airlines Meeting customer needs Globalisation SWOT Strategic Partnership & Alternatives Research and devolopment Conclusions

1. About Turkish Airlines TURKISH AIRLINES COMPANY Turkish Airlines has been established in 1933 The company’s head Office is located in Istanbul (TURKEY) Total assets of nearly: 6 billion EURO Turkish Airlines is a global airlines company has overall 15.240 personnels Turkish Airlines is member of Star Alliance Is the only4 Star Airline in all categories in Europe. network consists of 27 member airlines

Mission To become preffered global Airline copmany with flight safety, reliability, service quality. Vision A continued growth trend over industry average   Zero major accidents/crashes A personnel constantly developing their qualifications Sales and distribution costs below industry averages

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 18000 to 37000 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, 3.-909 seats and 5.735 personnel.(1982)

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.

Financial Situation - 2012 Symbol Last Price Change THYAO 9,00 + 1,81 % Capital 194.529.076  Market Value 10.800.000.000  Price/Earning Ratio 9,47027  Balance Sheet Term 13-03  Net Profit -22.339.500  Free Float Ratios 49,93 %  Number of Stock 599.132.000

GROUP COMPANIES ANADOLU JET SUN EXPRESS AIR BOSNA TURKISH CARGO TURKISH TECHNIC TURKISH 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.

STARBUCKS Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time SEDEF GÜLSÜM AKSU 15080001420 GÖZDE GÜLEN AYDIN 15080001434 ESRA NAZLIGÜL 15080001443 BURAK ŞİMŞEK 15060001035

OUTLINE About Starbucks: Overview Social Responsibility Howard Schultz History of starbucks Strategies Mission statements Corporate Culture Social Responsibility Four P’s Analysis S.W.O.T Analysis Porter’s Five Forces Strabucks Turkey Starbucks With Numbers Conclusion

OVERVIEW Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world that established in 1971 in Seattle, Washington The 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

LIFE OF HOWARD SCHULTZ Howard 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 children The characteristics that made Howard Schultz successful were: Perseverance,Hard Work and Passion for Coffee

r TIMELINE The beginning of Starbucks: Starbucks was established in 1971 by Zev Siegel ,Gerald Baldwin and Gordon Bowker, They inspired and mentored by Alfred Peet. In 1982 -1986 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.

TIMELINE In 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 1992. 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.

STRATEGIC DECISIONS Offering 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 CDs Minimal advertising & word of mouth & brand recognition

FIVE SUCCESS FACTORS Offering Starbucks coffee on United Airlines flights. Their ability to design a strategic approach to growth that quickly Some key demographic groups. The highest-quality employees through dignifying to them. Sustainable supply chain of high quality coffee. The strategic alliances

STRATEGIES Focus on Growth Maintain Core Values Respect all cultural values Offer high-quality products & service Charges a premium price Encourages a great working environment Achieve profitability Emotional connection between barista and customer To have their own building in airports, schools,malls etc.

STRATEGIES introduction of new products and new distribution channels Sell culture more than sell coffee Working with highest qualified partners and giving training them to reach local customers Coffee education An exceptional experience and social atmosphere by creating third place between work and home: The chic interior, comfortable lounge

CHANGING STRATEGY The 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

HARD ROCK EXAMPLE Starbucks 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

MISSION &PRINCIPLES Mission : 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.

CORPORATE CULTURE Treating employees as family All employees have health insurance and stock option More salaries than competitors. Starbucks relied on its baristas to create the ‘Starbucks Experience’ Creating proud to work in such successful company through values Being 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

SOCIAL RESPONSIBILITY Starbucks focuses its efforts on improving social and economic conditions for coffee farmers; minimizing environmental impact; making a positive contribution in the communities They 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

FOUR P’S ANAYSIS PRODUCTS : DRINKS FOOD MERCHANDISE

PRODUCT LIFE CYCLE Maturity 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.

FOUR P’S ANAYSIS PRICE: range from $1.00-$4.20 for drinks Surprisingly, this is lower than its rivals, although not by much Starbucks regular coffee was 4% less expensive and its iced blended drinks were as much as 30% less expensive when compared with specialty competition When compared to quick-service restaurants, however, Starbucks was more expensive. Dunkin’ Donuts’ 16-ounce latte is an average of 17% cheaper PLACE: operating 18,000 coffeehouses in more than 60countries Such as Australia, Canada, China, Germany, Singapore, Thailand, and the United Kingdom to name a few.

FOUR P’S ANAYSIS PLACE: 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.

PROMOTION: Starbucks has been able to use a standardized advertisement theme around the world in order to incorporate different cultures.

PORTER’S FIVE FORCES

Rivals offer lower prices but not the ‘experience’

1. Sound financial records 5. Employee management STRENGTHS 1. Sound financial records 2. No. 1 brand in coffeehouse segment valued at $4 billion 3. Starbucks experience 4. Largest coffeehouse chain in the world 5. Employee management WEAKNESSES 1. Coffee beans price is the major influence over firm’s profits 2. Product pricing 3.Negative publicity THREATS 1. Rising prices of coffee beans and dairy products 2. Trademark infringements 3. Increased competition from local cafes and specialization of other coffeehouse chains 4. Saturated markets in the developed economies 5. Supply disruptions OPPORTUNITIES 1. Extend supplier range 2. Expansion to emerging economies 3. Increase product offerings 4. Expansion of retail operations

STARBUCKS TURKEY They 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 Turkey Nowadays ; 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 Antalya Starbucks 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.

STARBUCKS TURKEY . Starbucks mugs for Turkey

STARBUCKS WITH NUMBERS More than 18,000 stores worlwide,11,128 of all Starbucks stores are located in the United Nearly %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.S Profit $ 1.38 billion (2012) 14 percent increase, with revenue $13.3 billions Current Dividend Rate $0.13 per share quarterly 200,000 partners (employees)

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 users of our mobile applications More than 20 million people had visited a Starbucks store within the last 30 days in 2012.

CONCLUSION Overall 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.

165 YEARS ADVENTURE OF PROCTER&GAMBLE Behİye DİNDAR 15070001230 Nİlüfer ÖĞRETİR 15070001232 Vİldan KAYA 15070001213 Tuğba TEKİN 15100000298

OUTLINE HISTORY OF P&G THE PARTNERSHIP YEAR IVORY A COMPANY BUILT ON INNOVATION NEW LANDS AND DYNAMIC GROWTH TIDE STRATEGIES FOR ACQUISITION A GLOBAL COMPANY P&G IN JAPAN P&G IN MEXICO P&G IN CHINA PANTENE’S STORY CONCLUSION

HISTORY Founded in 1837 William Procter and James Gamble Incorporated in Ohio on May 5, 1905

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.

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.

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.

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.

Production begins at the Ivorydale factory Production begins at the Ivorydale factory.Ivorydale replaces the Central Avenue plant,which was heavily damaged by fire in 1884. To adress the storm of local and national labor unrest,P&G institues A pioneering profitsharing program for factory workers. This voluntary program,conceived by William Cooper Procter,grandson of the founder,gives employees a stake in the company.

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.

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.

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.

TIDE Tide 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 1951-1956 , 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.

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.

CREST Crest sales skyrocket when The American Dental Association recognizes the toothpaste as ‘an effective decay-preventive dentifrice in 1960.

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.

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.

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.

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.

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.

1980-1990 : A Global Company As 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).

Double-dip recession in 1981 and 1982 Big competitors such as; Unilever, Kimberly clark. Effects of mass marchandisers (K-mart, Walmart etc)

Preparing For Change 1980-1985 Smale and his colleagues have identified three major strategies in this period; Re-energize growth was to cut costs Speed the pace of introducing new products Make big acquisitions The company introduces a superior feminine protection product , Always/Whisper, which becomes the leading world brand in its category by 1985.

…1986-1990 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.

… 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

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.

DIAPERS WARS Years 1960 -1970 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.

5 Strategic Warning In Diapers 1-Low preferability not depend on any products 2-All brands should protect like single brand 3-New features are instrinsic to brand or generic 4-Competition follow your technology 5-Test the worst scenario

Mexico is different types in the markets P&G in Mexico Mexico is different types in the markets obtain 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.

P&G in Mexico New 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.

P&G in China 1988,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

Strategy in Great China To start with the local Partner To reduce the learning cycle and fast to market To reduce the risk in new market To be the leader with good advertisement To build up the brand image To be the fist choice of the customers The 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.

P&G Segmentation Beauty Segment; Healty Care Segment; Net sales $5.4 billion Hair care Skin care Personal care Grooming Segment; Net sales $2.2billion Shave care Healty Care Segment; Net sales $3.2 billion Oral care Feminine care Personal health care Snack&Pet Care Segment; Net sales $824 billion

PANTENE’ S STORY The 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.

P&G’s Brands in Turkey

CONCLUSION 1.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

Touching lives, improving life…P&G

STRATEGIC MANAGEMENT AND BUSINESS POLICY Assoc.Prof.Dr.Aykan CANDEMİR WHAT WOULD GOOGLE DO? STRATEGIC MANAGEMENT AND BUSINESS POLICY Assoc.Prof.Dr.Aykan CANDEMİR

PRESENTED BY SELİM ŞAHİN 15 08 1425 UMUT TAVASLI 15 08 1453 ASLI DURAN 15 08 1414 SEMİH HAZAR 15 08 1410 FUNDA ERGUN 15 06 1008

OUTLINE Company Overview Current Strategies of Google What Would Google Do? Google’s SWOT Analysis Current News About Google Financial Status of Google

COMPANY OVERVIEW Type : Public İndustry : Internet and computers software Founded : September 4 1998 California US Founder : Larry page Sergey Brin Headquarters : Googleplex Area served : Wordwild Employees : 53,891 (2013)

GOOGLE TIMELINE 1996 : Google starts as a project named Backrub 1998 :  Larry Page and Sergey Brin  made it into a company in a garage 2000 : Google became the largest search engine in the world 2001 : Dr.Eric Schmidt joined Google as a CEO 2003 : Blogger was created by Pyra Labs which was bougth by Google

2004 : Google initial public offering at NASDAQ Google acquires Picasa 2005 : Google Maps and Google Earth are launched Androit was bought by Google 2006 : Youtube was bought bu Google for 1,65 billion US $ 2009 : Google Crome started to use by users 2012 : Google Glass The 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.

CORPARATE GOVERNANCE Executive chairman ERİC SCHMİDT CEO & Cofounder : LARRY PAGE Co-founder : SERGEY BRİN Google’s mission is to organize the world’s information and make it universally accessible and useful.

GOOGLE PRODUCTS

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 description Several 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.

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

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.

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’

SWOT ANALYSIS Strengths : brand equity ,innovative initiatives ,comprehensive products mix ,surprise, no competitors in market ,technological market Weaknesses : currently have products that consumers dont even realize exists. not focusing on Customer's 'community' as core competency Opportunities : expanding profit -making opportunities, available sector to development Threats : concern from investors possible peak or saturation of smaller and less-used product market

CURRENT NEWS ABOUT GOOGLE! YOUTUBE advertsments in TURKEY Solution for remembering passwords from Apple and Google What are LG and Google’s common project? Google I/O conference shared by Google Twitter is leaving Internet Explorer Apple and Yahoo are coming together to compete wiht Google What is Google Glass’s specialities?

GOOGLE INC. FINANCIALS Revenue US$ 50.18 billion (2012) Operating Income US$ 12.76 billion (2012) Profit US$ 10.74 billion (2012) Total Assets US$ 93.80 billion (2012) Total Liabilities US$ 22.08 billion (2012) Total Equity US$ 71.72 billion (2012) Current Ratio 4,2 (2012) Quick Ratio 4,1 (2012) Cash Ratio 3,3 (2012)

Google Instutional Ownership Type Value Total Shares Out Standing (millions): 271 Market Capitalization ($ millions): $220,195 Price (as of 05/15/2013) 887.23$

CONCLUSION Google 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.

GARANTİ BANK Özay MEMİŞOĞLU SUNGUR ÇÖTELLİ YALÇIN ŞAHİN VOLKAN AŞIK MURAT FIRAT İLKER

OUTLINE History of Garanti Information about Akın Öngör Development : Mission and vision Spirit of team Communication Training Technology Keep going when his gone

TIMELINE 1946-Garanti bank was established in Ankara 1983- It joined Doğuş Corp 1990-First public offering 1993-First exporting share to abroad 1997-First Turkish Bank in e-banking&m-banking 1999-First e-commerce website 2000-Bonus Card and capital intelligence rating rising from C to A

TIMELINE 2005-Quick money transfer with cell phone 2006-Bill payment with POS machine 2009-E-government payment 2013- I-garanti

AKIN ÖNGÖR He is the former CEO of Garanti Bank. He was born in 1945. 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

AKIN ÖNGÖR Garanti 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.

MISSION Is 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.

VISION 1991-1994  Being the best… 1994-1997 Being a global bank… 1997-…  Being the best bank in europe

TEAMWORK

He wanted to motivate his team. He gave Opel Vectra to upper managers. Garanti salaries are 40% more than others Redesigned hierarchy levels

COMMUNICATION He believes the open communication in organization. He creates: Monday meetings Suggestion meetings Suggestion systems Doğan Cüceloğlu

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

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.

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.

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.

TECHNOLOGY Q-matics is started to use. Internet and telephone banking were used firstly. Bonus card Nowadays, they prepare igaranti which provides all banking operations. Today they are one of the best pioneer of usage technology.

GARANTİ BANK When 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

GARANTİ BANK 936 branch in Turkey 8 branch in abroad 3550 ATM 18000 personnel 12 million customer 9.5 million credit card users

Stock Performance and Market Capitalization

DIRECT MODELL Michael DELL & Catherine Fredman 15 07 1187 Ahmet Cagli 15 04 702 Yasin Demirci 15 05 859 Hasan Gumuskaya 15 08 1468 Baris Aka

Outline History of Dell Current Informations About Dell Strategies of Dell in the Sector

Parts of Book The 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.

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)

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.

Milestones of Dell 1983 He started sell computers at university in dormitory. 1984 He established Dell Computer Corporation and implemented customer orientation strategy.

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. 1988 Did a security offering and collected $30 million.The original capital increased from $1000 to $85 million.

1994 Produced new notebook series which has long battery life and established Asian-Pasific operation. 1996 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.

1998 Reached $12 millions from online sells 1998 Reached $12 millions from online sells. 1999 Built new factories different places on the USA.

1987-1990 strategies helped to achieve these goals Sale %97 Net income %166 and High quality product, lower price,delivery product too fast To support product good service.

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 dealer They 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

Current Informations Market Value is $25 Billions Total Sales are $ 57 Billions Number of Emloyee is 108.000 41. Most Powerful Brand in the World

SOME SUCCESS FACTORS OF DELL’S ACHIEVEMENT

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.

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.

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.

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.

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.

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.

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.

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 Advisor   Approach customer issues like their own issues take responsibility on customer investments Responsible technology attendants prepare a brochures to give information about new trends to customers Holds a seminars to share future trends with customers

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 Master Know the whole story about customers It'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 suggestions Ask yourself that " is it one time thing or will it be a trend?" Think also customer balance sheets Dell 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 learner Listening and learning from customers is important as giving advice to them.

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 strong and attached. DEFINE VALUES CLEAN AND TIGHT Decide 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 PERFORMANCE Matching up the colleteral forces enhance the efficiency and productivity. KEEP RELATIONSHIPS CLOSE AND SIMPLE Working with global suppliers helps to edge out inconsistencies between one country or region from other and decreases simplification and customer's costs. SET CLEAR, DATA BASED OBJECTIVES Dell uses supplier cards to measure supplier's performances and assess the Dell's standards clearly in this cards.

Supplier cards includes; Acceptable error number in million sample Inventory turnover Field performance Production performance expectation Lead time performance and lead time expectations

And Dell always advice itself and others these four things; Discover suppliers adequacy and investments Keep supplier relationships simple Invest to mutual success Be an open and objective

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

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.

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.

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.

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.

CONCLUSION Dell teach us:’How can we use distrubution channells human and enviromental resources as a new company in the best way.’

Thanks For Listening

GROUP MEMBERS RIFAT EMRE ÖZER BÜŞRA BİRER CANER ÖZGERİŞ YASİN GÜMÜŞEL

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

WHAT IS RED OCEAN ?

- The market is stable - Rules are defined - Intensive competition -More crowded, less profit

WHAT IS BLUE OCEAN STRATEGY?

-Undiscovered market space -Creating demand -Insignificance of competition -Generated from red oceans

Why a blue ocean should be created

- Rapid technology diversified products and services - Rapid technology diversified products and services. -More supply than demand. -Resemblance of firms. -Price battles, low profits.

VALUE INNOVATION

What blue ocean means with “Value Innovation” is…

4 Actions Frame

“Cirque Du Soleil” did it..!

The value curve of Cirque Du Soleil -Aisle concessions -Animal shows -Star performers Eleminate -Unique venue Raise -Thrills and danger -Fun and humor Reduce -Artistic music and dance -Multiple productions -Refined watching environment -Theme Create

3 Features of a Good Strategy

Determine the specialization. FOCUS Determine the specialization.

DEPARTURE

IMPRESSIVE CATCHPHRASE Should be.. -clear -convincing -reflecting completely

“We do not sell coffee, we sell experience…”

FOCUS ON BIG PICTURE NOT NUMBERS This approach Show ups people’s creativity Keeps eyes of company open about blue ocean Generates strategy to effective practice

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 :

STEP 1: VISUAL AWAKENING Compare your strategy canvas with competitor’s it. See where your strategy needs to change

STEP 2: VISUAL EXPLORATION Go into the field to creating blue oceans Observe the distinctive advantages of alternative products and services Eliminate – Reduce – Raise - Create

STEP 3 : VISUAL STRATEGY FAIR Draw your to be strategy canvas Use feedback to build the best to be future strategy Get feedback on alternatives strategy canvases from customers,noncustomer and competitor’s customer

STEP 4: VISUAL COMMUNICATION Compare your before and after strategy canvas Close gaps to new strategy

Aristoteles said that soul never thinks without a view.

ARRIVE BEYOND OF EXISTING DEMAND Companies brave two traditional strategies to arrive blue ocean. Segmentation Focus on current customer

Example : Callaway Golf

THREE TIERS OF NONCUSTOMERS

THE FIRST TIER OF NONCUSTOMER “Soon-to-be” Noncustomer

THE SECOND TIER OF NONCUSTOMER “Refusing” Noncustomer

EXAMPLE : JC DECAUX

THE THIRD TIER OF NONCUSTOMER “Unexplored” Noncustomer

IMITATION BARRIERS TO BLUE OCEAN STRATEGY

AN EXAMPLE ABOUT HISTORY OF THE CREATING BLUE OCEANS -Observing automobile industry in America which created new market and new demands

In 1893 american citizen using horses and phaeton for transportation

After 1893: Over 500 automobile producer which produces with ordering system Expensive ---- $ 1500 Citizen is furious President says that automobiles cant be as popular as bicycle

HENRY FORD’S MODEL T

GENERAL MOTORS’S CUSTOMER SATISFACTION

SMALL JAPANESE CARS

CRYSLER’S MINIVAN

BLUE OR RED? YOUR CHOICE

Context History of a company Company’s Mission & Vision Sales numbers Value of a company Strategies of a company

History of ebay eBay 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 bubble it is now a multi-billion dollar business with operations localized in over thirty countries

History of eBay The 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.

Logo of ebay The 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.

Logo of ebay EBay 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. "

eBay’s mission statement "eBay's mission is to provide a global trading platform where practically anyone can trade practically anything."

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

eBay’s new strategy At 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.

Value of the company To 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%.

eBay with numbers Not 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.

eBay with numbers The 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.

eBay in Turkey Being 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 2011. 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. 

GittiGidiyor Last 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.

GittiGidiyor E-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:

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. ''

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.

GittiGidiyor In 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". 

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. 

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!"

Conclusion From 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.

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OUTLINE HP Corporation History of HP Tactics of HP Structural strategies Current developments about HP Conclusion

HP CORPORATION Electronic Technology Sector Computer Processing Hardware Industry Services 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

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."

HISTORY OF HP 1930 Hewlett-Packard and Prof.Terman met in Stanford Uni. Plans about to set up their own business Packard started to work for GE(General Electric)to gain experience 1938,rented a house and its garage became their first office. 1939,HP officially established.

HISTORY OF HP 1957, going public of HP and corporate objectives were defined 1959, entered European market 1963, strategic partnership with Yokogawa Electric works(YHP) 1988-89, listed in European and Asian exchange market 2002, merged with compaq-HPQ 2010, acquired Palm 2011, acquired Autonomy Co.

HP BREAKING POINTS Meeting to Therman and his contributions to the company. Establishing of skeleton crew(Oliver,Porter,Hewlett,Packard) Sales to Walt Disney Sales to army Launching calculator(HP35) YHP company and Kenzo Sasaoka Entrance to printer market with Canon

TACTICS OF HP Image building on customers with first product which named as model 200 A HP200A was an audio oscillator Avoiding from long-term borrowing Changing tactic with OMEGA project Follow customer expectations An electronic(audio) oscillator is an electronic circuit that produces a repetitive, oscillating electronic signal, often a sine wave or a square wave

MAIN STRATEGIES OF HP Innovative vs. Imitator 6 times profit strategy

MAIN STRATEGIES OF HP Changing price strategy HP journal to promote Growing by buying(DEC,EDS…)

The Corporate Objectives of HP Organization Citizenship Growth Profit Customers Field of Interest Employees In 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 creativity sixth one is about being good citizen by making contributions to the society and social responsibility And 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.

STRUCTURAL STRATEGIES Five main strategies when managing people; Decentralized management MBO (management by objectives) MBWA (management by walking around) Open door policy Using first names of people HP 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.

Other strategies when managing people; Most capable people must be selected Opposite of “hire and fire” strategy Profit sharing programmes For 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.

HP was completely different from other companies in three points; Open door policy Employees can set their own work hours Welcomes back any past employees When 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.

MERGE BETWEEN HP-COMPAQ HP-Compaq merged in 2002 because of the effects of economic crisis The aim of this merge was reducing costs HP fired 15.000 employees They did not explain this merge’s objectives so they faced with opposition of investors HP’s share price decreased 3%,compaq’s share price decreased 6% Moody’s decreased credit note of HP from A2 to Aa3

ACQUISITION OF PALM HP tookover smart phone producer Palm in 2010 HP paid $1.2 billion for this takeover The 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.

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 2011 Leo’s strategy was not accepted by shareholders.The strategy contained acquisition of autonomy,closing the computer deparment and smart-phone department Only acquisition of autonomy decision of Leo was accepted by new CEO Meg Whitman.

DO YOU KNOW ? 1 million printers per week.  48 million PC units annually. One out of every three servers from HP. 331,800 employees Serves 1 billion customers 170 countries on six continents. 

CONCLUSION HP’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.

RENEWING UNILEVER TRANSFORMATION AND TRADITION Can Saldık - 15080001406 Seda Kırbaş - 15080001478 Ezgi Pınarlı – 15080001409 Beste Tekin - 15080001408 İsmail Şorba - 15080001486

CONTENTS Introduction History Organizational Structure Mission Vision Marketing and Brands Risk and Benefits Company’s Image and Voice Human Resources Innovation Today’s Unilever Swot Analysis

INTRODUCTION Unilever Ltd: English Firm Capital: Pound Unilever NV: Holland Firm Capital: Gulden Shareholders are different-board of directors are same Most successful category:Shampoo Unilever was founded in 1929.

STRUCTURAL PROBLEMS Unable to sustain the great depression Incapable of striking a balance between British and Dutch interests Lack of co-ordination between the board of directors of the two holding companies Two Masters and Confused Followers

ORGANIZATIONAL STRUCTURE Concept strategically independent units-local initiative and decentralized contol A special ,3 member committee was formed above the two boards of directors of the company Matrix organizational structure was chosen

1980-1995 Rationalized manufacturing companies Product divisions established to co-ordinate regional operations Focus on the following four industries as a part of core strategy Foods ,Personal Care ,Home Care and Specialty Chemicals, Sell Out from all other business Between 1992-1996,Unilever made around 100 acquisitions STRATEGY : Growth

STRATEGY :Sustainability Unilever wanted to grow as much as local pull as by global push Focus on company’s core competences Introduction to the new management incentive system (Variable Pay)

GROWTH STRATEGY (2000-2004) In February 2000 ,the company announced a € 5 billion five year growth strategy Unilever was “shrinking to growth” Laying off over 25000 employees Unilever split into two separate global units :Foods and Home & Personal Care (HPC) ,headed by two executive directors separately Unilever reorganised its 300 operating coompanies into 10 regional groups Unilever further decentralized its control over subsidiaries Unilever shot down more than 100 manufacturing units for cost reduction

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.

VISION We 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.

MARKETING AND BRANDS Mostly consumer: Women Marketing consumption: 1/3 promotion 2/3 advertising ‘’ Anne ‘’ Uniformity and fragmentation Daily life products Market tests Reliability

BRANDS Dove & Lux Sunsilk Rexona Impulse & Axe Omo & Cif Rama & Flora Becel Lipton Mentadent Knorr Calve

First ice cream with cornet in Europe Changing point of view about ice cream Some difficulties in technology Successful advertising plan Expanding its brand appeal by launching a variety of snacks Develop more products Mix-Mini packs range More youthful appeal

In 1957 in ABD Changing name for countries Growth quickly Different intended purpose such as; Refreshing Caries prevention Keep teeth whiter Widely affordable branded toothbrush, designed to meet the needs of low-income consumers in developing countries. Aimed womens and their children

In 1908 in England OMO and Owl More brilliant whiteness The most profitable products Provide effective washing at low temperatures, saving energy, and saving you money on electricity bills. “Kirlenmek Güzeldir” “Sudaki Ayak İzi”

RISKS AND BENEFITS Political barriers for foreign companies Local Partners Localization of the senior management levels Against corruption Caring cultural differences for brand position First mover

Culture is not ‘’ written rule ’’ COMPANY’S CULTURE common values assumptions CULTURE Culture is not ‘’ written rule ’’ To learn by example through more experienced coworkers. UNILEVER’ S CULTURE 3 values for Unilever: Truth- Social responsibility Loyalty UNILEVER’ S SUBCULTURES More active company more subcultures Creativity and flexibility It was getting harder to merge firms competitive advantage CULTURE AND SEXUALITY Male dominance Women of resigned and turnover rate is high

COMPANY’ S IMAGE AND VOICE Corporate image is uncertain. Low profile Multinational companies Support the European Union Not to donate to political party Dull image of the financial environment

Social responsibility Project of Çöp Madam %95 of this bag consist of recycling materials.

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

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.

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

Hiring Managers 20’ s ages Graduated from university especially who studied different departments ( mathematics, engineering, law, economics or account ) Talkative Intelligent Outgoing Elegant Men

Human Resources Management From 1960s till 1980s; several personnel units It consists professional personnels who can lead organization The most important organizational changes: give authority to active company’s managers In 1980s, more experience and women More care to personel requirements. To develope in Unilever the point: to work in more company especially more product groups and countries

Unilever operates a unified board: the boards of NV and PLC comprise the same directors 200-250 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-executive The boards have ultimate responsibility for the business as a whole

Mergers and acquisitions M&A-an aspect of corporate  buying, selling  combining of different companies Grow rapidly in its sector Conglomerate Unileverlisation

Two alternative measures to develope and strengthen its competition strong: - Purchasing or selling companies - Innovation and capital investment

Mostly purchasing medium or small companies Unilever prefers to buy the majority share Not willing to offer a price for a company but waits the offer to purchase it.

Why Unileverlisation? A strategy to restructure To optimize accountcy and financial systems Reorganise salaries up to Unilever To hire qualified managers and to hold former owners of the purchased companies To become “Unilever”

6 R&D centres around the World (INDIA, UK*, CHINA, AMERICA, NL) More than 6,000 scientists 6 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.

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.

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.

Today’s Unilever Market Cap $122.32 B(As of May 2013) Employees: 173,000 Sales: $67.71 B Cash on Hand:$3.78 B Debt:$13.49 B Revenue:$67.71 B Assets:$59.91 B Profit:$5.92 B Forbes Lists #103 Global 2000 #117 in Sales #89 in Profit #397 in Assets #41 in Market value #61 Innovative Companies (#74 in 2011)

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.

Green Unilever 100% 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.

Strong competitors Substitute products S W T O Economic downturn Strong company image Strong portfolio of brands and diversified product range Research and development Competitive advantage Economy of scale Promotion, marketing and advertising Strong competitors Substitute products O T Health conscious products demand Changing life styles Emerging new markets Increase production volumes Move operations to undeveloped countries Economic downturn Environmental effects Global competition New local products Legal effects

Welcome to… NOT BOSSES BUT LEADERS

What happend?

How did you feel?

Did you experience this in your life already?

Bosses vs. Leaders

John Adair Not Bosses but leaders „I want some kind of a checklist…“ Peter Reed

Qualities of Leadership „Practice makes leaders.”

Function of Leadership

Motivation „ The power of fear ?“

Leadership styles

Leaders & managers Management’s practise is a science Leadership’s practise is an art Management’s practise is a science „Managers are necessary LEADERS ARE ESSENTIAL!“

3 roles of a leader „You are a Leader, a colleague and a follower at the same time.“

interaction with group clear and realistic goals 50 percent of results belonging to team members and 50 percent of results belonging to leaders of a project

Strategic leadership 1)Where did we come from? 2)Where are we now? 3)Where do we want to go? 4)How can we reach the aim?

PLANS  Actions

‘‘The more an individual or group shares in making a decision which affects their working lives, the more motivated they will be.’

Respect The line

Caring & Sharing

‘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.’

Leadership and Power „Gaining respect & giving respect.“

Leadership from within „ …means not separating oneself from people.“

The leader as Conductor Video: http://www.youtube.com/watch?v=6QV1RGMLUKE

Thank you!