Creative Brief Client: Ducati Motor Brand: Multistrada 1200 Date: April 2010 Description: 1st Semester Campaign – New Brand Introduction What is The Brand? The Multistrada 1200 is a motorcycle manufactured by Ducati since 2010. The engine is a retuned version of the Testastretta from the 1198 superbike‚ now called the Testastretta 11° for its 11° valve overlap (reduced from 41°). All models include throttle by wire‚ selectable engine mapping (full power with sensitive or relaxed throttle
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commercial market‚ has proven to be a winning strategy for Ducati. This case focuses on Ducati Corse‚ a subsidiary of Ducati Motor Holding S.p.A. that manages racing teams‚ bike development‚ promotions‚ and sponsorship areas of the company. Ducati Corse is a relatively small organization that encourages cross-departmental integration with its internal teams to achieve the best motorcycle design and racing outcomes as possible. Ducati started racing in the new MotoGP Circuit during the 2003 race
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Subject: Dell’s Value Chain Case 1. How has Dell used its direct sales and build-to-order model to develop an exceptional supply chain? Dell encourages suppliers to focus on their individual technological capabilities to sustain leadership in their components. Suppliers are also pressed to drive down lead times‚ lot sizes‚ and inventories. Dell constructs special Web pages for suppliers to plan based on actual end customer demand. On the distribution side‚ Dell uses direct sales‚ primarily
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Executive Summary This study is to provide analysis of Ducati’s options to sustain its growth and continue to grow its margins. We have identified a number of key opportunities that would allow Ducati to meet both these goals. First through the use of SWOT analysis we identified where the company was vulnerable and where it had an opportunity to grow. The main items threatening Ducati’s sustainability is its economy of scale compared to its competitors‚ and small age gap of its riders.
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T-Mobile started selling the iPhone in their UK stores. Introduction This report explains the practical aspects of value chain management at o2. It portrays the communication and integration of customer value with o2’s operational capabilities. There are three major parts of this report which are pro-forma A‚ pro-forma B and pro-forma C. Pro-forma A: overall information about the value of o2’s products and services will be described here. A primary research was also carried out. The type of research
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Cathay Pacific’s Value Chain Operations Cathay Pacific believes that their business is selling experience to the passengers. The emotional bonding with the passengers is the key to building loyalty and one of the major factors that encourage the customers to repurchase the airline products. The biggest difference of Cathay Pacific to its competitors is its people. The employees at Cathay Pacific are the ones who bridge the gap between product development and customer expectation. The passengers
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The Brand Value Chain(BVC) is a structured approach to assessing the sorces and outcomes of brand equity and the manner by which marketing activities create brand value. It provides insights to support the various decision makers in the company and stresses that every member of the company contribute to this branding effort. It believes that the value of rand ultimately resides with customers. There are several steps to this when we look at this value creation process. * Step I) Firm invests in
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Table of contents 1 Key figures about Zara 1 2 Exogenous factors during Zara’s foundation and globalization 2 3 The method of Zara 2 4 Bibliography 4 Key figures about Zara Zara‚ main subsidiary of the La Coruna (Spain) based Inditex Group Inc.‚ was founded in 1975 and has become world’s largest clothing retailer in 2008 (Clark & Keeley‚ 2008). On the way to the top of the global retail industry it passed some decisive events that transformed the formerly founded pyjama and dressing
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(2003) 1–23 Value chain analysis in interfirm relationships: a field study Henri C. Dekker∗ Amsterdam Research Center in Accounting (ARCA)‚ Vrije Universiteit Amsterdam‚ De Boelelaan 1105‚ 1081 HV Amsterdam‚ The Netherlands Received 20 October 2001; accepted 4 December 2002 Abstract Interfirm relationships introduce new challenges for management accounting. One such challenge is the provision of information for the coordination and optimization of activities across firms in a value chain. According
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and Curriculum ID. C. The Active Button in the Operation Folder has a Macros within it programmed to copy and past the list from the list from Training Folder to the Operation Folder in columns B‚C‚D‚ and E. 3. Analysis – Column G A. If- Then code was created to be used for the Analysis (=IF(A2=LOOKUP(A2‚$B$1:$B$130)‚""‚A2). Copy and paste this code into column G row 2. Once pasted the code will be active. B. One the code is active a name may or may no appear within it. C. Listed below is an
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