CASES C ASE OUTLINE 1. CLUB MED: MAKING A COMEBACK 2. HONDA IN EUROPE 3. ANHEUSER-BUSCH INTERNATIONAL‚ INC.: MAKING INROADS INTO BRAZIL AND MEXICO 4. VOLKSWAGEN AG NAVIGATES CHINA 5. WAL-MART OPERATIONS IN BRAZIL: AN EMERGING GIANT 6. LOUIS VUITTON IN JAPAN: THE MAGIC TOUCH 7. STARBUCKS COFFEE: EXPANSION IN ASIA 8. GAP INC. 9. MOTOROLA: CHINA EXPERIENCE 10. iPOD IN JAPAN: CAN APPLE SUSTAIN JAPAN’S IPOD CRAZE? 11. NTT DoCoMo: CAN i-MODE GO GLOBAL? 12. THE FUTURE OF NOKIA 13. MAYBELLINE’S
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Third assignment 1. A little peek at the Autorama Consider the 80.5 expected car buyer in the $45‚000–$55‚000 income group from the Autorama case. Using the same assumptions we made for the case‚ determine the expected number of sales in each price bracket from this group. Hint: Use the normal distribution to determine the probability that someone in this group would buy a car in each price bracket. You may wish to do your calculations in a spreadsheet. 2. Shore Realty Shore Realty sells real estate
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What is Carlsberg’s competitive environment in China and how well is Carlsberg positioned vis a vis its competitors? The competitive environment in China is largely fragmented and dominated by regional and local breweries. This is especially the case in Western China. The potential market in China for Carlsberg is enormous. Even though the yearly beer consumption per capita is much lower than in other parts of the world‚ the estimated size of the market is growing at a rate of about 8 percent
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NAME: _______________________________________ AB InBev – The Plot to Destroy America’s Beer 1. BACKGROUND INFORMATION Timeframe Country(s) Involved Key Individuals & Titles Company Type & Size 2. BRIEF SUMMARY OF CASE SITUATION Business or Industry Description AB InBev’s Current Situation 3. INDUSTRY AND COMPETITIVE ANALYSIS Beer Industry Macro-Environmental Characteristics Driving forces in the global beer market Key success factors for the brewery industry Who is AB
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105 Cal.Rptr.2d 525 (2001) 88 Cal.App.4th 33 Charles STARZYNSKI‚ Plaintiff and Appellant‚ v. CAPITAL PUBLIC RADIO‚ INC.‚ Defendant and Respondent. No. C034165. Court of Appeal‚ Third District. March 29‚ 2001. 527*527 Biegler Ortiz & Chan‚ Robert P. Biegler‚ Sacramento‚ Jessee S. Ortiz III‚ for Plaintiff and Appellant. Meriam E. Hamilton‚ Lewis‚ D ’Amato‚ Brisbois & Bisgaard‚ for Defendant and Respondent. 526*526 SIMS‚ Acting P.J. Beginning in 1979‚ plaintiff Charles Starzynski
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1/Link the Coors vision statement to Coors key business strategies or “six planks”. Are there any gaps? Post1:According to Coors Vision Statement‚ the vison can be come up with four fundamentals: (1)improving quality‚ (2)improving service‚ (3)boosting profitability‚ and (4)developing employee skills. And then to link with “six planks”so that to drive these fundamentals in the future. 1/baseline growth: we will profitably grow key brands and key markets - (3)boosting profitability 2/incremental
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penetrate the Mexican market‚ while FEMSA continued to experience steady growth and increase its local market share. Analysis: Financial analysis indicated that costs were increasing for Grupo Modelo‚ while competitive analysis indicated that Anheuser-Busch spent $192M on U.S. marketing in 1985 compared to a mere $5.1M spent by Grupo Modelo. This emphasizes the financial weakness of Corona and Grupo Modelo‚ yet underscores what the brand was able to achieve with the relatively minimal funds it spent
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EXECUTIVE SUMMARY The brewing industry has enjoyed high margins and steady growth for decades. The acquisition of Anheuser-Busch (hereafter to be referred as “AB”) by InBev was regarded as an opportunity and a challenge for the executives and shareholders of both companies. Our report would examine the strategic rationale of the merge and qualify and quantify the synergy effects from revenue and cost. Also‚ we provide suggestions about culture integration for the newly merged firm. Finally‚ though
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Section I reviews the history of Anheuser-Busch’s acquisition of Campbell Taggart‚ explains how the inside information was generated and transmitted‚ and describes the insider trading data. Section II discusses some empirical implications of models of informed trading. Section III presents the empirical results‚ including a trade-by-trade analysis of the behavior of Campbell Taggart’s stock price in response to the insider trading. The final section discusses the implications of the findings and
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Case Study #3 Corona Beer: From local Mexican Player to a Global Brand 1) What are the dominant business and economic characteristics of the global beer industry? Business Characteristics: - Extremely competitive - Private label dominates - Few large companies producing many labels - Local government regulations Economic Characteristics: - New markets need to be discovered - Saturation of existing markets - Foreign exchange rates The global beer industry continues to be extremely
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