Federrico Minoli’s successful turnaround of Ducati was focused on brand creation which was supported by the reconfiguration of a number of activities ranging from increased efficiency in the production process to broadening its customer base. This turnaround can be attributed to two strategic changes that Ducati implemented; firstly Ducati increased its global reach and expanded its offerings within the sport segment and secondly it transformed itself from being a manufacturing company to an entertainment
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Memorandum Subject: Ducati: In Pursuit of Magic (A) Date: Feb. 19th 2013 Ducati is one of the premium motorcycle producers specializing in sport segment superbike from Italy. The company experienced booming in sales and reputation in 1996-2001. This boost had attracted Texas Pacific Group to pursue controlling interest in the company for higher expected future return. The economic boom somehow masked the mistakes made by Ducati during the period. When sales started to decline during 2002-2005
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1. How did Ducati become the second most profitable motorcycle maker in the world despite its small scale? What is the fundamental logic of Minoli’s turn around? Operational effectiveness is a key to gain profitability. [p 29 What is Strategy?] Constant improvements in the following operational activities resulted in profit maximization of Ducati: Standardization of products using two crank cases and three cylinder heads provided efficiency gains in manufacturing. Moved towards a platform
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towards Ducati. As we know that Ducati is a motorcycle brand that specialized in the sports and racing motorbikes. Ducati has built a strong brand since 1990 and until today we still can see Ducati’s motorbike at Moto GP Racing and British Superbike Championship. The following SWOT analysis will provide more information towards Ducati’s strengths‚ weaknesses‚ opportunities‚ and threats from the other companies as well. Strengths 1. Technical Excellence: during this past 5 years‚ Ducati has invested
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Memo for Valuing Cross-Border LBO of Yell Group Group 5: Li Xiao‚ Xia Liu‚ Minghao Gu‚ Shine Li Table of Contents 1. Purpose and Overview 2. Acquiring Yell Group Is a Good Choice for Apax and Hicks Muse 2.1 Directory Industry has enjoyed fast growth both in U.K. and U.S. 2.2 Yell Group is a good LBO candidate 2.3 Apax and Hicks Muse are experienced media investors 3. Valuation 3.1 Valuation Method 3.2 FCF of BT Yellow Pages 3.3 FCF of Yellow Book USA 3.4 Interest Tax Shield 3
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Margaret DeWitt Ducati Turnaround The turnaround success of Ducati was the direct result of Federico Minoli’s implementation of a differentiation strategy. As a company that was heading towards bankruptcy‚ Ducati was saved and revamped by Minoli’s specific vision for the company that were precisely presented in an extremely realistic manner. These goals for the company included double-digit growth for Ducati and equaling Harley-Davidson’s profit level. After reading the success of this turnaround
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Case Study: Ducati Should Minoli seek to grow the business in 2001? Since Minoli took the position as CEO of Ducati in 1996‚ the business has grown and became extremely successful. He transformed a company that was once on the verge of going bankrupt into one of the most profitable motorcycle manufacturers in the world. The explosive growth‚ profitability‚ market share‚ and revenues prove Minoli truly is an expert in turnaround management. He set high goals for the company such as reaching 10%
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Questions to answer 1) How did Ducati become the second most profitable motorcycle maker in the world despite its small scale? 2) What is the fundamental economic logic of Minoli’s turnaround? 3) Can Ducati sustain its position in the sport segment? Can Honda and the other Japanese manufactures stop its growth in this segment? 4) What strategic alternatives are available to Minoli in 2001? Which alternatives would you recommend‚ why? GMAN 512 Midterm 11 February 2010
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The Toys “R” Us LBO Background Toys "R" Us‚ Inc. is the world’s leading dedicated toy and juvenile products retailer. As of January 29‚ 2005‚ it operated 1‚499 retail stores worldwide and generated 11.1 billion in revenue. However‚ that’s a decrease of 1.9 percent from a year ago. Toys "R" Us has suffered from both downstream demand and increased competition from mass/discount channel such as Wal-Mart and Target. A group of private equity investors intends to do a leverage buyout of Toys "R"
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BP Solar is a leader in Solar Industry. PB Solar‚ Strategic Analysis – Group Project University of Lugano 2011 Natalia Kovalenko Reham Kamal Maria Churkina Table of Contents: 0.0. Executive Summary. 1.0. Introduction/ Background Information. 2.0. History 3.0. Strategic Analysis: 3.1. Five Force Industry Analysis 3.2. SWOT Analysis * BP & their Competitors in the Solar industry: * Kyocera * Sharp * Shell Solar (Solar
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