"Developing new products" Essays and Research Papers

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    Kyocera Case Study

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    niche market player to an international conglomerate in a relatively short period of time. Within 30 years Kyocera was a world-class leader in their core product (electronics packaging) market. In addition‚ through mergers and creation of new business units Kyocera was able to successfully diversify into other areas of technical expertise. Seven product groups accounted for ninety-nine percent of Kyocera Corporation’s sales of approximately $2.7 billion in 1990. (The additional 1%

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    Estee Lauder

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    Lauder‚ the founder of what is now a major cosmetics empire‚ started her business with a single jar of face cream that was mixed by her uncle‚ a chemist. Today‚ based in New York City‚ Estee Lauder is a manufacturer and marketer of four cosmetics product lines‚ like skin care‚ makeup‚ fragrances‚ and hair care products. These products are sold in over 130 countries and territories under different brand names‚ such as Estee Lauder‚ MAC‚ Bobbi Brown‚ Clinique‚ Aveda and so on. The company has 26 brands

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    Toys Project

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    UNIVERZA V LJUBLJANI EKONOMSKA FAKULTETA SPECIALISATION THESIS Tatjana MEDIC UNIVERZA V LJUBLJANI EKONOMSKA FAKULTETA PODIPLOMSKI STUDIJ SPECIALISATION THESIS International Business Strategy Of Toys“R”Us For The Norwegian Market Ljubljana‚ May 2002 Tatjana MEDIC Conformation Tatjana Medic‚ a student of the University of Economics in Ljubljana‚ hereby confirms to be the author of this specialisation thesis written under the guidence of Professor Tone Hrastelj. Pursuant to

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    Supplier Development

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    References: Jim Tarabori‚ 2011. Supplier collaboration. The game changer in supplier ecosystem‚ finding new answers in business. CNG & associates. Glenn M. Parker‚ 2002‚ Cross- Functional Teams : Working with Allies‚ Enemies‚ and Other Strangers‚ Completely Revised and Updated 0002 Edition‚ John Wiley & Sons. . Henry J. Lindborg‚ 1997‚ The Basics

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    Porter's Five Forces

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    Part A Task 1 1. What type of organization is Australian Beverages Limited? Family owned? Private? When it was founded? Founded by whom? Currently run by whom? 2. What industry‚ product segments/ markets does ABL operate in? nd 2 largest Core activities Product categories and segments Foreign or domestic ? Distribution channels Stages in the value chain 3. What is the current life-cycle position of the industry? p. 2.24 The Australian bottled water manufacturing industry is currently in a growth

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    Japanese Target Costing

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    misconceptions about Japanese target costing. These misconceptions may result from the limited exposure of some of the authors to the holistic approach of target costing in Japan. THE ORIGIN OF TARGET COSTING A retrograde approach for determining product costs‚ which is one of the most important features of target costing‚ can be found as early as the beginning of the last century at Ford in the United States and in the development of the Volkswagen Beetle in Germany in the 1930s. At Volkswagen‚ in

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    MICHAEL BEER RACHEL SHELTON BoldFlash: Cross-Functional Challenges in the Mobile Division On January 16‚ 2012‚ Dr. Roger Cahill walked into his office in BoldFlash’s Waltham‚ Massachusetts headquarters at 7 a.m.‚ less than a year into his new role as Vice President of the company’s Mobile Division. His predecessor’s personal photos and mementos had been packed up months ago‚ but they still sat in a corner‚ patiently waiting for someone to collect them. Cahill didn’t have the heart to

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    Case Studies

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    Shipper Manufacturing Company is a manufacturer of electrical products‚ laminated materials‚ and specialty products. The Advanced Products Division (APD)‚ which manufactures the specialty products‚ has reformulated its corporate strategy. As a result‚ its manufacturing strategy should also be revised. In the past‚ APD has manufactured custom products in low volume for its customers. The division plans to gradually add higher volume products for multiple customers. As a result‚ changes will be needed

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    TomTom Overview As TomTom‚ one of the largest producers of satellite navigation devices in the world‚ entered 2010 it faced stiff competition from its traditional rivals such as Garmin and from new competition from cell phones. Although its sales reached an all time high of €1.74 billion in 2007 by 2008 sales had slipped to €1.67 billion. That year the company posted a loss of €872 million. The decline in sales continued with 2009 sales slipping to €1.48 billion‚ although the company managed to

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    in a high-tech industry that produces a series of high-volume products with short product life cycles on a single facility. The one-time strategic decision regarding the firm’s investment in changeover flexibility establishes the link between market opportunities and manufacturing capabilities. Specifically‚ the optimal changeover flexibility decision is determined in the context of the firm’s market entry strategy for successive product generations‚ the changeover cost between generations‚ and the

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