|€112 million‚ + 4.6% | 3 2011 Performance In a rather unfavorable economic context where many customers and prospects were not inclined to commit to several years‚ preferring to favor short-term rentals‚ the Fraikin Group’s business declined slightly (-1.4%). Short-term rentals (14% of revenues) increased by 11%‚ long term leasing (74% of revenues) decreased by 3.7% and other invoicing (advertising‚ fleet management...) was stable at +0.3%. Sales of used vehicles generated
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assessing whether an industry has long-term attractiveness‚ there are many important factors that must be evaluated. The first is the industry’s potential for growth. If the industry doesn’t have a good growth potential it may not be profitable for very long or the competition may be too fierce for the market potential. If competitive forces are squeezing industry profitability to inadequate levels and if the competition appears destined to grow stronger‚ the industry will be less attractive
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Currently‚ the Airline Industry is one of the most attractive industries. This conclusion was possible after an extensive research in the market. To do this‚ it was necessary to analyze the industry with the five forces model of Michael Porter. The first threat to consider is the entrance of new companies in the market. In this point‚ is possible to say that it’s easier to enter the market than thirty years ago. The deregulation allowed the barriers disappearance and with this‚ the competition
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Objectives | 9 | VI. Polices ‚Values &Statements | 10 | VII. Social Responsibility | 13 | VIII. Financial Analysis | 15 | i. Liquidity Ratios | 15 | ii. Activity Ratios | 16 | iii. Debt Ratios | 19 | iv. Profitability Ratios | 20 | v. Market Ratios | 23 | Phase Two | | I. General Environment (PEST Analysis) | 24 | II. Porter’s model (PM) | 28 | III. Strategic groups (SG) | 30 | IV. Competitors profile matrix (CPM) | 32 |
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Abstract PepsiCo has built a strong empire that has given it dominance throughout much of the world as a provider or snack foods and beverages. As it has worked to build its market share‚ PepsiCo has made many key decisions – some positive and some negative. It has also gone through a number of changes including the acquisition and subsequent divestiture of several fast food chains. This paper focuses on the process that all companies should follow to help determine whether the industry they are
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In the case study‚ PepsiCo is considering in Carts of Colorado and/or California Pizza Kitchen. Senior Management is faced with the question of whether the necessary capital investment in order to purchase one or both of the businesses can be profitable for each of the acquired businesses‚ but must also take into consideration that the additional business units will not hinder the profitability PepsiCo itself. Would investing in other companies be the best way to expand PepsiCo? This question is important
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Indian- American business executive and the current Chief Executive Officer of PepsiCo‚ the second largest food and beverage business in the world by net revenue. (Figure 1) Figure 1 - Chief Executive (CEO) of PepsiCo Product range or most profitable products PepsiCo make‚ sell and distribute a variety of convenient and enjoyable foods and beverages in more than 200 countries and territories. Beverage business is the largest and highly profitable business. Figure 3 - PepsiCo has 17 mega brands
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The attractiveness of the music industry from the perspective of Warner Group Music Summary Major transformation in the music industry over the last decade has resulted in the three major record labels; The Warner Music Group‚ Sony Music Entertainment and Universal Music Group finding themselves with rapidly decreasing revenues and company structures which no longer provide profitability. A brief analysis of the external strategic factors affecting the Warner Music Group has revealed the changes
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a Attractiveness of domestic aviation industry in Australia [MPM703] Business Strategy and Analysis [800351339] Ashan De Silva Wijeyeratne [600313359] Kevin Procter TABLE OF CONTENTS Executive Summary 3 Introduction 4 Industry Analysis 6 Methodology 8 Results 9 Industry Rivalry 9 Competitor Analysis 9 Environmental Analysis
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2.1.4 Porter’s Five Forces of Industry Attractiveness Michael Porter’s Five Forces model explains the importance of how market dynamics can affect competitive rivalry. This model includes three forces from the ‘horizontal’ competition: threat of new entrants‚ threat of substitution products‚ and the degree of rivalry among existing competitors; and two forces from the ‘vertical’ competition: bargaining power of customers and the bargaining power of suppliers. These five factors make up the Porter
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