national origin of the MNC is a major influence on the trade-off between global integration and local adaptation. Now‚ Gillette Group has a plan to set a subsidiary in Shenyang of China which is a advanced city in China. So choosing effective HR practices is very important for the development of this subsidiary. In this report‚ first‚ some practical HR methods of Gillette Group will be introduced and illustrated‚ and then through analyzing the differences between US and China to find out the barriers
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BAB003 7/10/00 Quality at Gillette Argentina Jorge Micozzi‚ President for Latin America of The Gillette Company‚ looked up from the report on Argentina’s Total Quality Management (TQM) program that was going to be delivered to the corporation’s quality council in early 1999. “As you can see from these business measures‚” he told the casewriter‚ “our TQM program has been very successful. This has been my most important program and Victor Walker‚ program manager‚ was the key to its implementation
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Identity Prism 8 2.2.3 Brand personality 9 3. Positioning 10 3.1 Possible positioning statements 11 3.1.1 Comparisons 12 3.1.2 Contrast between two statements 12 4. Celebrity endorsement 13 4.1 David Beckham and Gillette 14 4.2 Other Gillette celebrity endorsers 15 4.3 Match-up hypothesis 16 4.4 Future Endorsement 17 5. Retail Environment 17 Appendices Bibliography Appendices Appendix 1 – Marketing Week Article Appendix 2 – Questionnaires Appendix 3
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PAPER WORK: POVERTY IN INDONESIA By: Nur Shahida Binti Ramli 011211133128 PANCASILA AND CIVICS EDUCATION INTERNATIONAL CLASS PROGRAM FACULTY OF MEDICINE AIRLANGGA UNIVERSITY 2012 ABSTRACT Indonesia is said to be the forth largest nation where the statistic of poverty among the people is relatively high. Poverty is defines as living without basic necessities like clean water‚ proper nutrition‚ healthcare‚ education‚ clothing and shelter. The statistics
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Stephannie Niell Case # 14 – Gillette 1. Gillette has successfully convinced the world that “more is better” in terms of number of blades and other razor features. Why has that worked in the past? What’s next? Gillette has had the ability to appeal to men for decades and learn what they need and provide that for them. By “convincing” the world that more is better‚ it was simply done by their marketing team. The marketing team has used not only athletes throughout the decades but the research
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THE GILLETTE COMPANY MARKETING PLAN Second year of Mach3 in the market. 1. Executive Summary * The major goal is to meet the sales volume (unit and US$14400 MM) as well as estimated profits US$ 2880 MM which represents 24% of sales. * Consolidate Mach3 as a successful launch‚ with the objective of recovering the investment in 2 years. * Minimize the effect the higher price of Mach3 might have in foreign markets. * Make consistent efforts in all
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FROM: Giuseppe Fornaro TO: Edward “Cutting Edge” Barber‚ Head of Gillette Shaving Division RE: Rejuvenating the strategy of Gillette’s razor business Current Strategy Gillette has grown to be a power brand in the shaving industry. Its products are seen as premium quality and are thus sold at a premium price. Gillette’s current business model consists of high spending in marketing and product development (R&D). Gillette’s traditional competitive strategy for razors is to focus technology
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Oligarchy in Indonesia INTRODUCTION The word oligarchy originated from the Greek word oligarkhia‚ oligoi ‘few’ and arkhein ‘to rule’ which as a system refers to the politics of wealth defense by materially endowed actors. While oligarchs are actors who command and control massive concentrations of material resources that can be deployed to defend or enhance their personal wealth or exclusive social position. Oligarchs pose a problem as they are composed by extremely wealthy individuals‚ only
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Adoption of the Cloud Business Model in Indonesia: Triggers‚ Benefits‚ and Challenges Ivonne Sartika Mangula1 Universiteit Utrecht Princetonplein 5‚ PO BOX 80089 3508 TB‚ Utrecht +31 30 253 54 33 Inge van de Weerd VU University Amsterdam De Boelelaan 1105 1081 HV Amsterdam +31 20 598 31 32 Sjaak Brinkkemper Universiteit Utrecht Princetonplein 5‚ PO BOX 80089 3508 TB‚ Utrecht +31 30 253 31 75 i.s.mangula@uu.nl i.vande.weerd@vu.nl s.brinkkemper@uu.nl The objective of this paper
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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