Five years later—the acquisition by P&G hasn’t paid off —yet • Gillette’s businesses have been a drag for P&G • Sales growth projections have been under met • Most of Gillette ’s senior managers have left. • P&G ’s stock has lagged behind key competitors ’‚ including Colgate-Palmolive Co. and Unilever • Efforts to expand Gillette and Venus brands have not been too successful-fewer people shave since they’re unemployed or don’t go out as much • There have been more international success (Europe
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Gillette Indonesia – What marketing plan would be appropriate for Gillette Indonesia? Situational Analysis Gillette is a well-known manufacturer of personal care products around the world. Blades and razors are the main revenue drivers accounting for 40% of total company revenue. * Strengths: Strong brand awareness‚ increasing incidences of shaving‚ market share of 50% expected in 1996. Consistent growth over last 5 years. * Weaknesses: Plant expansion delayed to 1997 – pressure
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Motorola Business Strategy Overview and History Since it first entered the competitive electronic firm market‚ Motorola has continued to remain successfully as a world leader in mobile communication technology‚ ranking as the leading maker of cellular telephones‚ paging devices‚ automotive semi-conductors‚ and microchips that are used to operate devices other than computers. Although it has lost a few battles‚ Motorola has taken on the Japanese head to head‚ through these times of Japanese
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It may appear that Gillette shareholders are getting a good deal; however‚ they could be getting a better deal. Gillette should receive closer to $60/share‚ and while an offer of $54.05 is a deal that is not as good as it could be‚ it is better than no deal at all. Using transaction multiples‚ we see that Gillette is being valued well above the market in valuations involving revenues‚ EBITDA and P/E multiples. Also‚ large benefits come to shareholders in the method of acquisition. Although it is
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So‚how can we get to iconic branding? To me‚ iconic branding is about really getting three things right: The first and most important is segmentation. Now‚ segmentation is a much used word‚ but it can make the difference between winning and losing. Segmentation must go way beyond the generic functional attributes and features if it has to be truly powerful. It must seek to understand the functional‚ the psychological and the emotional gratification that the consumer derives. A very good example
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introduction Football refers to a number of sports that involve‚ to varying degrees‚ kicking a ball with the foot to score a goal. The most popular of these sports worldwide is association football‚ more commonly known as just "football" or "soccer". Unqualified‚ the word football applies to whichever form of football is the most popular in the regional context in which the word appears‚ including association football‚ as well as American football‚ Australian rules football‚ Canadian football‚ Gaelic
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Use the stakeholder model of business environments to critically examine the external environment of Asda Wal-Mart as outlined in the case study. No business can operate in isolation. All businesses operate in the wider business environment‚ which is described as ‘the external context in which organisations find themselves undertaking their activities’ [ (Capon‚ 2000‚ p. 8) ]. This essay will use the stakeholder model to examine the external factors effecting Asda Wal-Mart. It is recognised
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The External Environment directly affects what a manager does. � TABLE OF CONTENTS 41.0 Introduction � 42.0 What is a Managers responsibility � 53.0 Characteristics of a good Leader � 54.0 Literature Review � 65.0 What are the external factors? � 65.1 Primary Factors � 65.1.1 Political � 65.1.2 Economic � 75.1.3 Socio/Cultural � 75.1.4 Technological � 75.1.5 Legal/Legislative � 75.1.6 Environmental/Ecological � 75.2 Secondary Factors � 85.2.1 Ethics � 85.2.2 Judgement � 85.2.3 Intuition
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survive and prosper in a global environment that is highly dynamic and unstable. Managers in this setting not only deal with a set of social ‚ economic‚ legal and political factors in the home nation‚ but with entirely different set of these in each country of operation. International management involves balancing a firm ’s internal environment forces which is a system of shared meaning and beliefs within an organization that determines employees act with external environmental forces which is outside
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The organisation and the environment in which it operates in are not closed systems because they influence each other. The organisation thus cannot be successful if it is not in step with its environment. The simple fact that the organisation interacts with the environment means that the organisation is is acting in an open system and will be both affected by the environment and also impact on the environment. This means that the organisation draws its inputs such as human‚ financial and informational
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